ATP 5-0.

2-1

Staff Reference Guide Volume I

Unclassified Resources

DECEMBER 2020

DISTRIBUTION RESTRICTION:
Approved for public release; distribution is unlimited.

Headquarters, Department of the Army

This publication is available at the Army Publishing Directorate site
(https://armypubs.army.mil) and the Central Army Registry site
(https://atiam.train.army.mil/catalog/dashboard).
 ATP 5-0.2-1
Army Techniques Publication Headquarters
No. 5-0.2-1 Department of the Army
Washington, D.C., 07 December 2020

Staff Reference Guide Volume I

Unclassified Resources
Contents
Page
PREFACE.................................................................................................................... ix
INTRODUCTION ....................................................................................................... xiii
Chapter 1 ASSESSING ................................................................................................................. 1
Overview of Assessing ................................................................................................. 1
Assessment Activities ................................................................................................... 2
Guides to Effective Assessment ................................................................................... 4
After Action Reviews .................................................................................................... 5
Chapter 2 PLANNING ................................................................................................................... 9
Overview of Planning.................................................................................................... 9
Design......................................................................................................................... 10
The Military Decision-Making Process ....................................................................... 15
Integrating Processes ................................................................................................. 74
Intelligence Preparation of the Battlefield ................................................................... 75
Information Collection ............................................................................................... 107
Targeting................................................................................................................... 115
Chapter 3 PREPARING ............................................................................................................ 125
Overview of Preparing .............................................................................................. 125
Preparation Activities ................................................................................................ 125
Chapter 4 EXECUTING ............................................................................................................. 137
Overview of Execution .............................................................................................. 137
Common Operational Picture ................................................................................... 137
Battle Rhythm ........................................................................................................... 139
Battle Drills ............................................................................................................... 141
The Rapid Decision-Making and Synchronization Process ..................................... 146
Meetings ................................................................................................................... 151
Appendix A OFFENSIVE TTP AND CONSIDERATIONS ........................................................... 155
Appendix B DEFENSIVE TTP AND CONSIDERATIONS ........................................................... 181
Appendix C ENABLING TTP AND CONSIDERATIONS ............................................................ 193
Appendix D MOVEMENT AND MANEUVER PLANNING FACTORS ........................................ 217
Appendix E INTELLIGENCE PLANNING FACTORS ................................................................. 229
Appendix F FIRES PLANNING FACTORS ................................................................................. 241

DISTRIBUTION RESTRICTION: Approved for public release; distribution is unlimited.

ATP 5-0.2-1 i
Contents

Appendix G SUSTAINMENT PLANNING FACTORS ..................................................................247

Appendix H PROTECTION PLANNING FACTORS ....................................................................299
Appendix I COMMAND AND CONTROL PLANNING FACTORS .............................................303
Appendix J OTHER RESOURCES ..............................................................................................327
Appendix K LIAISON CONSIDERATIONS ..................................................................................339
Appendix L STABILITY AND DSCA CONSIDERATIONS ..........................................................343
Appendix M COMMAND AND STAFF ROLES ............................................................................349
Appendix N ENVIRONMENTAL CONSIDERATIONS .................................................................363
Appendix O DISTRIBUTION D RESOURCES .............................................................................373
GLOSSARY .............................................................................................................. 375
REFERENCES.......................................................................................................... 395
INDEX ....................................................................................................................... 405

Figures
Figure 2-1. Army design methodology .............................................................................................11
Figure 2-2. The MDMP Step 1. Receipt of mission overview ..........................................................17
Figure 2-3. The MDMP Step 2. Mission analysis overview .............................................................23
Figure 2-4. The MDMP Step 3. COA development overview ..........................................................36
Figure 2-5. Example relative combat power assessment ................................................................41
Figure 2-6. The MDMP Step 4. COA analysis overview..................................................................50
Figure 2-7. Belt method ...................................................................................................................53
Figure 2-8. Avenue-in-depth method ...............................................................................................53
Figure 2-9. Box method ...................................................................................................................54
Figure 2-10. Example brigade COA synchronization matrix............................................................56
Figure 2-11. The MDMP Step 5. COA comparison overview ..........................................................66
Figure 2-12. Example decision matrix .............................................................................................66
Figure 2-13. The MDMP Step 6. COA approval overview ...............................................................68
Figure 2-14. The MDMP Step 7. Orders production, dissemination and transition .........................70
Figure 2-15. The MDMP-IPB-Targeting-IC relationships.................................................................74
Figure 2-16. Step 1 of the IPB process............................................................................................79
Figure 2-17. Area of operations example ........................................................................................80
Figure 2-18. Step 2 of the IPB process............................................................................................82
Figure 2-19. Threat overlay example ...............................................................................................83
Figure 2-20. Modified combined obstacle overlay example ............................................................85
Figure 2-21. Weather forecast and impacts chart example .............................................................89
Figure 2-22. Step 3 of the IPB process............................................................................................90
Figure 2-23. Threat force organizational chart example ..................................................................92
Figure 2-24. Description of a threat model example........................................................................94
Figure 2-25. Time event chart example ...........................................................................................97

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Figure 2-26. Step 4 of the IPB process ........................................................................................... 98

Figure 2-27. Situation template example ...................................................................................... 100
Figure 2-28. Division threat COA statement example ................................................................... 101
Figure 2-29. Constructing an event template ................................................................................ 105
Figure 2-30. Completed event template and associated event matrix example ........................... 106
Figure 2-31. Information collection activities ................................................................................. 108
Figure 2-32. Example information collection matrix ...................................................................... 113
Figure 2-33. Information collection overlay example..................................................................... 114
Figure 2-34. Targeting categories and types ................................................................................ 117
Figure 2-35. Integration of targeting into the MDMP ..................................................................... 118
Figure 3-1. Transition among integrating cells .............................................................................. 129
Figure 4-1. Command post battle drill flowchart format ................................................................ 144
Figure 4-2. The rapid decision-making process ............................................................................ 146
Figure A-1. Offensive planning and executing considerations ...................................................... 157
Figure A-2. Example gap crossing graphic control measures ...................................................... 166
Figure B-1. Defensive planning and executing considerations ..................................................... 182
Figure B-2. Example of a battalion engagement area .................................................................. 192
Figure C-1. Example single AA ..................................................................................................... 200
Figure C-2. Example as part of a larger AA .................................................................................. 200
Figure C-3. Example dispersed AA ............................................................................................... 201
Figure C-4. Example control measures for a relief in place .......................................................... 207
Figure C-5. Example control measures for a forward passage of lines ........................................ 209
Figure C-6. Example graphic control measures for a rearward passage of lines ......................... 211
Figure C-7. Example graphic control measures for a moving linkup force with a stationary force 213
Figure C-8. Example graphic control measures for a linkup with both units moving .................... 214
Figure D-1. Friendly vehicle movement planning factors .............................................................. 223
Figure G-1. Notional battalion concept of distribution ................................................................... 254
Figure G-2. Air route times for cargo and personnel transport ..................................................... 256
Figure G-3. Estimated surface transit times from port to port ....................................................... 256
Figure G-4. Classes and subclasses of supply ............................................................................. 263
Figure G-5. Example refuel on the move layout............................................................................ 269
Figure G-6. ROM alternate configuration layout ........................................................................... 270
Figure G-7. Types of airdrop ......................................................................................................... 272
Figure G-8. Health service support Roles 1–3 patient care framework ........................................ 290
Figure G-9. Patient flow from point of injury to role 3 .................................................................... 292
Figure G-10. CL VIII planning factors ............................................................................................ 298
Figure I-1. Electromagnetic warfare overview ............................................................................... 312
Figure I-2. Example commander’s initial guidance worksheet ...................................................... 315
Figure I-3. Example commander’s guidance worksheet, page 1 .................................................. 316
Figure I-4. Example commander’s guidance worksheet, page 2 .................................................. 316
Figure I-5. Example execution matrix ............................................................................................ 318

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Figure J-1. Julian calendar.............................................................................................................328

Figure J-2. Standard time zones ....................................................................................................329
Figure J-3. DTAC DOCMAT—unified land operations ..................................................................330
Figure J-4. DTAC DOCMAT—operational structure, offense, and stability...................................331
Figure J-5. DTAC DOCMAT—planning processes, defense, and DSCA .....................................332
Figure J-6. DTAC DOCMAT—defeat and stability mechanisms, framing constructs, and command
and control ..................................................................................................................333
Figure J-7. DTAC DOCMAT—tactical enabling tasks, intelligence, and sustainment...................334
Figure J-8. DTAC DOCMAT—fires and protection ........................................................................335
Figure L-1. Developing lines of effort .............................................................................................345

Tables
Table 2-1. Steps of the MDMP ........................................................................................................16
Table 2-2. Example “3-column drill” .................................................................................................18
Table 2-3. Rule of thumb for the MDMP timelines ...........................................................................19
Table 2-4. Commander's planning guidance by warfighting function ..............................................33
Table 2-5. Example evaluation criteria ............................................................................................34
Table 2-6. Steps and substeps of COA development .....................................................................38
Table 2-7. Substeps of Step 3.1, Assess the situation ....................................................................39
Table 2-8. Task organization symbols .............................................................................................40
Table 2-9. Example type unit and symbol combination ...................................................................40
Table 2-10. Substeps of Step 3.2., Generate options .....................................................................42
Table 2-11. Substeps of Step 3.3, Array forces ...............................................................................43
Table 2-12. Historical minimum planning ratios ...............................................................................44
Table 2-13. Substeps for Step 3.4, Refine the concept ...................................................................45
Table 2-14. Substeps of Step 3.5, Assign headquarters .................................................................45
Table 2-15. Substeps of Step 3.6, Prepare sketch and create statement .......................................46
Table 2-16. Decision support matrix example .................................................................................49
Table 2-17. Example war gaming briefing format ............................................................................52
Table 2-18. Sketch note example ....................................................................................................57
Table 2-19. The MDMP product overview .......................................................................................73
Table 2-20. Intelligence preparation of the battlefield steps ............................................................75
Table 2-21. Example staffs' input to IPB products ...........................................................................78
Table 2-22. Terrain effects matrix example .....................................................................................86
Table 2-23. Douglas sea state scale ...............................................................................................88
Table 2-24. High-value target list developed in Step 3 of IPB (example) ........................................96
Table 2-25. Offensive indicators example .....................................................................................103
Table 2-26. Desired targeting effects.............................................................................................116
Table 2-27. High-payoff target list example ...................................................................................119
Table 2-28. Example attack guidance matrix.................................................................................120

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Table 3-1. Preparation activities .................................................................................................... 125

Table 4-1. Example common operational picture checklist ........................................................... 138
Table 4-2. Example seven-minute drill quad chart ........................................................................ 141
Table 4-3. Sample headquarters battle rhythm ............................................................................. 141
Table 4-4. Command post battle drill method ............................................................................... 143
Table 4-5. Example table format for a command post battle drill.................................................. 145
Table 4-6. Example indicators of variances that may require RDSP ............................................ 147
Table 4-7. COA considerations ..................................................................................................... 150
Table A-1. Breaching tenets .......................................................................................................... 159
Table A-2. Enemy standard row minefield dimensions ................................................................. 160
Table A-3. Enemy standard minefield resource requirements (number of mines required) ......... 160
Table A-4. Breach planning considerations in the military decision-making process ................... 161
Table A-5. Phases of gap crossing in relation to unit echelon headquarters ................................ 168
Table A-6. Gap crossing planning considerations in the military decision-making process ......... 169
Table A-7. Relationship between the air assault planning process and the MDMP ..................... 173
Table A-8. Air assault planning considerations ............................................................................. 174
Table C-1. Reconnaissance and security planning factors ........................................................... 193
Table D-1. Unopposed movement planning speeds for U.S. forces ............................................. 217
Table D-2. Unopposed movement rates ....................................................................................... 217
Table D-3. Terrain types for mechanized or armored forces ........................................................ 218
Table D-4. Factors of foot marches for typical dismounted units .................................................. 218
Table D-5. Brigade and below opposed rates of advance (km/hr)................................................ 219
Table D-6. Division opposed rates of advance (km/day) .............................................................. 220
Table D-7. Pass time table (single march unit) ............................................................................. 221
Table D-8. Time required for a march unit to pass a single point ................................................. 222
Table D-9. Movement rates ........................................................................................................... 222
Table D-10. Movement conversion rates ...................................................................................... 222
Table D-11. Helicopter characteristics .......................................................................................... 224
Table D-12. Rotary wing fuel consumption ................................................................................... 224
Table D-13. Aircraft configuration load .......................................................................................... 225
Table D-14. Airspeed conversion chart ......................................................................................... 225
Table D-15. Common load weights ............................................................................................... 225
Table D-16. Aircraft characteristics ............................................................................................... 226
Table D-17. Unmanned aerial systems types and descriptions .................................................... 226
Table D-18. Planning factors for assembly areas ......................................................................... 227
Table E-1. Maximum distance between and typical widths of mobility corridors .......................... 229
Table E-2. Unopposed movement planning speeds for opposition forces ................................... 229
Table E-3. Threat reaction and march times ................................................................................. 230
Table E-4. Typical Soviet style frontages and depths for units (defense) ..................................... 230
Table E-5. Typical Soviet style frontages and depths for units (offense) ...................................... 230
Table E-6. Tactical deployment norms for Soviet style artillery .................................................... 231

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Table E-7. Russian tanks ...............................................................................................................231

Table E-8. Russian armored personnel carriers and infantry fighting vehicles .............................232
Table E-9. Russian anti-tank guided missiles ................................................................................232
Table E-10. Russian artillery ..........................................................................................................232
Table E-11. Russian surface to air missiles...................................................................................233
Table E-12. Russian antiaircraft guns............................................................................................233
Table E-13. Russian helicopters ....................................................................................................233
Table E-14. North Korean tanks ....................................................................................................233
Table E-15. North Korean armored personnel carriers and infantry fighting vehicles ...................234
Table E-16. North Korean artillery .................................................................................................234
Table E-17. Chinese tanks.............................................................................................................234
Table E-18. Chinese armored personnel carriers and infantry fighting vehicles ...........................234
Table E-19. Chinese anti-tank guided missile ...............................................................................235
Table E-20. Chinese artillery .........................................................................................................235
Table E-21. Chinese surface-to-air missile systems .....................................................................235
Table E-22. Chinese antiaircraft guns ...........................................................................................235
Table E-23. Crosswalk of ASCOPE with PMESII-PT example .....................................................236
Table E-24. Height of eye versus horizon range ...........................................................................239
Table F-1. Cannon field artillery capabilities ..................................................................................241
Table F-2. MLRS/HIMARS munitions capabilities .........................................................................242
Table F-3. Artillery smoke planning data .......................................................................................243
Table F-4. Artillery, mortar, and rocket illuminating factors ...........................................................244
Table F-5. Artillery howitzer distribution.........................................................................................245
Table F-6. Artillery and mortar planning time factors .....................................................................245
Table F-7. Artillery radar planning data .........................................................................................245
Table G-1. Army sustainment elements ........................................................................................248
Table G-2. Sources for research for sustainment preparation of the operating environment .......249
Table G-3. Sustainment enterprise partners..................................................................................249
Table G-4. Brigade support battalion components ........................................................................251
Table G-5. Conveyance load capabilities ......................................................................................258
Table G-6. Standard Soldier weights .............................................................................................258
Table G-7. 463L Cargo system ......................................................................................................258
Table G-8. Aircraft pallet data ........................................................................................................259
Table G-9. Projected lift capability .................................................................................................259
Table G-10. Sample route status ...................................................................................................260
Table G-11. Conveyance platforms ...............................................................................................262
Table G-12. Brigade combat team CL I, III, and V estimated daily consumption rates .................264
Table G-13. CL VI Environmental Considerations .........................................................................266
Table G-14. Bulk fuel storage capability planning factors .............................................................268
Table G-15. Vehicle consumption (gals/hr) ...................................................................................268
Table G-16. Rotary wing fuel consumption....................................................................................268

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Table G-17. Modular fuel system capabilities ............................................................................... 268

Table G-18. Common equipment load weight............................................................................... 272
Table G-19. Common recovery vehicles ....................................................................................... 276
Table G-20. Typical truck and trailer combinations used for recovery .......................................... 277
Table G-21. Common Army vehicles with recovery data .............................................................. 277
Table G-22. Planning delivery numbers for rations ....................................................................... 280
Table G-23. Army water purification capabilities ........................................................................... 280
Table G-24. Standard water planning factors related to personnel in force (gal/person/day),
conventional theater .................................................................................................. 281
Table G-25. Water usage requirements ........................................................................................ 281
Table G-26. Water storage and transport capacities .................................................................... 281
Table G-27. Water consumption factors in gal/person/day ........................................................... 282
Table G-28. Example hospital center configuration (maximum 240 beds) ................................... 290
Table G-29. Types of casualties.................................................................................................... 291
Table G-30. Categories of evacuation precedence....................................................................... 292
Table G-31. Ground and air evacuation ........................................................................................ 293
Table G-32. United States Air Force evacuation platforms ........................................................... 294
Table G-33. Vessel and rail car evacuation .................................................................................. 295
Table G-34. Estimated combat support hospital operational space requirements ....................... 296
Table G-35. Estimated hospital center operational space requirements ...................................... 296
Table G-36. Estimated medical water planning factors ................................................................ 296
Table G-37. Class VIII pounds per hospital admission type ......................................................... 297
Table H-1. Air defense planning factors ........................................................................................ 299
Table H-2. Decontamination levels and techniques ...................................................................... 300
Table H-3. Operational decontamination checklist........................................................................ 300
Table H-4. Decontamination area planning................................................................................... 301
Table I-1. U.S. Army command relationships................................................................................ 303
Table I-2. U.S. Army support relationships ................................................................................... 304
Table I-3. U.S. Artillery supporting roles ....................................................................................... 305
Table I-4. NATO levels of authority ............................................................................................... 306
Table I-5. Common tactical mission tasks ..................................................................................... 307
Table I-6. Common purposes ........................................................................................................ 311
Table I-7. Designated letters for dates and times ......................................................................... 317
Table I-8. Example execution checklist ......................................................................................... 319
Table I-9. OPORD format and responsibilities .............................................................................. 319
Table I-10. Generic timelines ........................................................................................................ 325
Table J-1. Common conversion factors ........................................................................................ 327
Table J-2. Gallon to weight conversion ......................................................................................... 328
Table J-3. Commonly used prefixes .............................................................................................. 328
Table J-4. Functional reference list ............................................................................................... 336
Table K-1. Recommended liaison officer rank by echelon............................................................ 339

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Table L-1. Emergency support function annexes and coordinators ..............................................347

Table N-1. Mountainous terrain levels ...........................................................................................365
Table N-2. Mountainous terrain maneuverability ...........................................................................366
Table N-3. Altitude effects..............................................................................................................366
Table N-4. Wind chill effects ..........................................................................................................367
Table N-5. Supply considerations in extreme environments .........................................................368
Table N-6. Common items needing additional stock levels in extreme environments ..................371
Table N-7. Environmental effects on maintenance operations ......................................................371

viii ATP 5-0.2-1 07 December 2020

 Preface

ATP 5-0.2 Volumes I and II provide staff members with a reference guide to assess, plan, prepare, and
execute operations in large-scale combat operations. The guide provides a consolidated location for key
planning tools and example techniques to help staff members perform their duties. Most of this guide’s
content is contained in other, more in-depth doctrinal publications, which are referenced within each topic.
ATP 5-0.2 Volumes I and II are applicable to all members of the Army profession: leaders, Soldiers and
Army Civilians. The principal audience for ATP 5-0.2 Volumes I and II are staff members serving on
battalion, brigade, or division staffs. Trainers and educators throughout the Army will also use this
publication.
Commanders, staffs, and subordinates ensure that their decisions and actions comply with applicable
United States, international, and in some cases host-nation laws and regulations. Commanders at all levels
ensure their Soldiers operate in accordance with the law of war, rules of engagement (ROE), and moral and
ethical principles inherent in the Army profession (see FM 6-27/MCTP 11-10C).
To comprehend the doctrine contained in ATP 5-0.2 Volumes I and II, readers must first understand the
fundamentals of unified land operations described in ADP 3-0 and FM 3-0. They must understand the
fundamentals of the offense and defense and the language of tactics described in ADP 3-90, FM 3-90-1,
and FM 3-90-2. They must be familiar with both ADP 5-0 and ADP 6-0 as well as FM 6-0, ADP 1-02, and
AR 25-50.
This publication references obsolete doctrine to provide context and data that is still relevant in large-scale
combat operations.
ATP 5-0.2 Volumes I and II uses joint terms where applicable. Selected joint and Army terms and
definitions appear in both the glossary and the text. For definitions shown in the text, the term is italicized
and the number of the proponent publication follows the definition. This publication is not the proponent
for any Army terms and is distinct in its use of bold text to emphasize key points. This publication contains
copyrighted material.
This publication uses both metric and United States customary system measurements (see table J-1 on page
327 for conversions).
While this publication is unclassified and distribution unlimited, Volume II: Appendix O is Distribution D
(restricted to Department of Defense and contractors only) and should be treated as such. Volume II:
Appendix O is found on the Army Publishing Directorate’s website and requires a common access card
(CAC) to access.
ATP 5-0.2 Volumes I and II applies to the Active Army, Army National Guard, Army National Guard of
the United States, and United States Army Reserve unless otherwise stated.
The proponent of ATP 5-0.2 Volumes I and II is the United States Army Combined Arms Center. The
preparing agency is the Combined Arms Doctrine Directorate, United States Army Combined Arms Center.
Send comments and recommendations on Department of the Army (DA) Form 2028 (Recommended
Changes to Publications and Blank Forms) to Commander, United States Army Combined Arms Center
and Fort Leavenworth, ATTN: ATZL-MCD (ATP 5-0.2), 300 McPherson Avenue, Fort Leavenworth, KS
66027-2337; by e-mail to: usarmy.leavenworth.mccoe.mbx.cadd-org-mailbox@mail.mil; or submit an
electronic DA Form 2028.

07 December 2020 ATP 5-0.2-1 ix

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 Acknowledgements
The copyright owner listed below has granted permission to reproduce material from his work.
This publication’s presentation of factors for division opposed rates of advance is courtesy of Arnold C.
Dupuy, Ph.D. from Numbers, Predictions & War: Using History to Evaluate Combat Factors and Predict
the Outcome of Battles, by Colonel Trevor N. Dupuy, Ret. 1979.
This publication’s discussion of casualty estimate tools is based on a modified version of a model used
courtesy of Arnold C. Dupuy, Ph.D. from Attrition: Forecasting Battle Casualties and Equipment Losses in
Modern War, by Colonel Trevor N. Dupuy, Ret. 1995.

07 December 2020 ATP 5-0.2-1 xi

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 Introduction
Staff members are essential to the successful and efficient functioning of battalions and larger units.
However, at any level, staff work can feel thankless and is often characterized by long hours, copious
caffeine consumption, staring bleary-eyed at a white board or map, and endlessly fighting for
information—only to have this hard work reversed by a commander’s instinct. If staff members do things
right, the unit functions as it should and no one notices. If staff members do something wrong, the unit
reacts and suffers. Unfortunately, this publication does not break these expectations.
The staffs’ role is to assist commanders with understanding situations, making and implementing decisions,
controlling operations, and assessing progress all while keeping units and organizations outside the
headquarters continuously informed. Successfully accomplishing these actions is difficult even for a
well-trained staff that has long worked together, let alone a newly formed staff working together for the
first time. These difficulties limit leaders’ ability to train staffs on day-to-day unit operations and prepare
them to execute large-scale combat operations. This experience gap increases a staff’s operational tempo,
which is further amplified by constant personnel changes, competing demands for staff attention, and
always-limited time resources. To comprehend how the various warfighting functions work together,
leaders must read and understand the breadth of doctrine.
This publication is not a replacement for current doctrine. It is a consolidated source of doctrine. This guide
offers helpful techniques or “how’s” to the doctrinally described “what’s” for battalion, brigade, and
division staffs. It provides a set of tools and planning factors to help with the “science of war.” Finally, it
can be a starting point for solving any unit’s unique problem. This publication is organized slightly
differently than other doctrinal publications with the assumption that staff members are already familiar
with the topics herein. If unfamiliar, this publication lists references with each topic to enhance
understanding.
Planning resources included in this guide set conditions for subordinate unit success. For example, for a
deliberate decontamination point, this publication describes the space needed, water requirements, and
throughput times. Subordinate units are assumed to have the skills, knowledge, and experience to
proficiently conduct this action.
Some planning resources included in this guide come from obsolete doctrinal publications. While the art of
war has changed over time, much of the science has not. The majority of these resources provide a starting
point for planning that can be refined for each unique situation until updated planning factors are
developed.
Chapter 1 overviews assessments, describes how the Army conducts assessments from the tactical to the
strategic level, and provides examples and discussions on topics such as the after action review.
Chapter 2 overviews planning and provides techniques and resources for Army design methodology, the
military decision-making process, intelligence preparation of the battlefield, information collection, and the
targeting process.
Chapter 3 overviews preparation, discusses various techniques to prepare for future operations, describes
the transition from planning to operations, and how to conduct rehearsals.
Chapter 4 overviews execution and offers techniques on creating shared understanding, developing a
battle rhythm, and conducting the rapid decision-making and synchronization process.
Appendix A through Appendix C provide tactics, techniques, procedures, and considerations for offensive,
defensive, and enabling operations.
Appendix D through Appendix I encompass the warfighting functions and provide detailed planning factors
for each.

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Introduction

Appendix J through Appendix N provide additional information to modify the baseline operations process,
as described in this book, and information that does not fit cleanly in any chapter or previous appendix.
Volume II: Appendix O is restricted to Distribution D (Department of Defense and its contractors only), a
higher distribution level than the rest of the publication. Appendix O provides factors for brigade
organization; engineer; fires; military; and chemical, biological, radiological, and nuclear planning. This
information is grouped by warfighting function. Volume II: Appendix O is found on the Army Publishing
Directorate’s website and requires a common access card (CAC) to access.
Digital tools are difficult to replicate in a written manual and can quickly change. The Command and
General Staff College’s Department of Tactics has created a “for official use only” milSuite website that
contains numerous digital tools. As new digital tools are developed, staff members can quickly share them
on this milSuite site. The website is not a forum or blog; it is merely a repository for digital tools that
fellow staff members want to share. These tools can help staff members in various stages of the operations
process. The Department of Tactic’s milSuite website is located at:
https://www.milsuite.mil/book/community/spaces/cgsc/tactics-community/.

xiv ATP 5-0.2-1 07 December 2020

 Chapter 1
Assessing

Everyone constantly assesses. The reader is assessing whether or not this introduction
is worth reading. This chapter describes assessment activities, includes guides for
performing an effective assessment, and describes how to conduct an effective after
action review (AAR).

OVERVIEW OF ASSESSING
1-1. The information in this chapter is primarily from JP 3-0, ADP 5-0, ATP 5-0.3/MCRP 5-10.1/NTTP
5-01.3/AFTTP 3-2.87, FM 6-0, and the Joint Staff's J-7 Commander's Handbook for Assessment Planning
and Execution.
1-2. Assessment is the determination of the progress toward accomplishing a task, creating a condition, or
achieving an objective (JP 3-0). Assessment is a continuous activity of the operations process that supports
decision making by ascertaining progress of the operation, developing and refining plans, and making
operations more effective.
1-3. Assessment involves deliberately comparing intended outcomes with actual events to determine the
overall effectiveness of progress toward attaining the desired end state, achieving objectives, and
performing tasks. Through professional military judgement, assessment helps answer the following
questions:
 Where are we?
 What happened?
 Why do we think it happened?
 So what?
 What are the likely future opportunities and risks?
 What needs to change? What needs to be done differently?
1-4. Assessment precedes and guides the other activities of the operations process. During planning,
assessment focuses on understanding an operational environment (OE) and building an assessment plan.
During preparation, the focus of assessment switches to discerning changes in the situation and the force's
readiness to execute operations. During execution, assessment involves a deliberate comparison of
forecasted outcomes to actual events, using indicators to judge operational progress towards success.
Assessment during execution helps commanders determine whether changes in the operation are necessary
to take advantage of opportunities or to counter unexpected threats.
1-5. No single way exists to conduct assessments. Every assessment is unique with its own challenges.
The following steps can aid in developing an effective assessment plan and analyzing performance during
execution:
 Develop the assessment approach.
 Develop the assessment plan.
 Collect information and intelligence.
 Analyze information and intelligence.
 Communicate feedback and recommendations.
 Adapt plans or operations.
See ATP 5-0.3/MCRP 5-10.1/NTTP 5-01.3/AFTTP 3-2.87 for a detailed discussion of each step of the
assessment process (see FM 6-0 for developing an assessment plan).

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Chapter 1

1-6. Situations and echelons dictate the focus and methods leaders use to assess. Assessment occurs at all
echelons. Normally, commanders assess those specific operations or tasks that they were directed to
accomplish. This properly focuses collection and assessment at each echelon, reduces redundancy, and
enhances the efficiency of the overall assessment process.
1-7. Assessment resources (to include staff officer expertise and time available) proportionally increase
from battalion to brigade, division, corps, and theater army. Analytical resources and level of staff expertise
available at higher echelon headquarters include a dedicated core group of analysts. This group specializes
in operations research and systems analysis (ORSA), formal assessment plans, and various assessment
products. For example, divisions and above have fully robust staffs that have either dedicated modified
table of organization and equipment (MTOE) positions or they can create an assessment working group.
1-8. At brigade and below, assessments are usually less formal and often rely on direct observations and
judgment of commanders and their staffs. Leaders focus on assessing their unit's readiness (personnel,
equipment, supplies, and morale) and their unit's ability to perform assigned tasks. Leaders also
determine whether a unit has completed assigned tasks. If those tasks have not produced the desired results,
leaders explore why not and consider what improvements can be made. As they assess and learn, small
units change tactics, techniques, and procedures. In this way, even the lowest echelons of the Army follow
the assessment process.

ASSESSMENT ACTIVITIES
1-9. The situation and type of operation affect assessment characteristics. During large-scale combat,
assessments tend to be rapid, focused on the level of destruction of enemy units, terrain gained or lost,
objectives secured, and the status of friendly forces. In other situations, such as stability operations,
assessment is more subjective. For example, assessing the level of security in an area or the level of the
population's support for the government is challenging.
1-10. Whether conducting formal or informal assessments in large-scale combat or in operations
dominated by stability operations, assessment comprises three major activities:
 Monitoring the current situation to collect relevant information.
 Evaluating progress toward attaining end state conditions, achieving objectives, and performing
tasks.
 Recommending or directing action for improvement.

MONITORING
1-11. Monitoring is continuous observation of those conditions relevant to the current operation.
Monitoring allows commanders and staffs to collect relevant information, specifically information about
the current situation described in the commander's intent and concept of operations. Progress cannot be
judged, nor effective decisions made, without an accurate understanding of the current situation.
1-12. Commander's critical information requirements (CCIRs) and associated information requirements
focus the staff's monitoring activities and prioritize the unit's collection efforts. Information requirements
concerning the enemy, terrain and weather, and civil considerations are identified and assigned priorities
through reconnaissance and surveillance. Operations officers use friendly reports to coordinate other
assessment-related information requirements.
1-13. Staffs monitor and collect information from the common operational picture (COP) and other
friendly reports. This information includes operational and intelligence summaries from subordinate,
higher, and adjacent headquarters and communications and reports from liaison teams. Staffs also identify
information sources outside military channels and monitor their reports. These other channels might
include products from civilian, host-nation, and other government agencies. Staffs apply knowledge
management in the two focus areas of information management and foreign disclosure to facilitate
disseminating this information to the right people at the right time.
1-14. Staff sections record relevant information in running estimates. Staff sections maintain a continuous
assessment of current operations as a basis to determine if operations are proceeding according to the

2 ATP 5-0.2-1 07 December 2020

 Assessing

commander's intent, mission, and concept of operations. In their running estimates, staff sections use this
new information and these updated facts and assumptions as the basis for evaluation.

EVALUATING
1-15. Staffs analyze relevant information collected through monitoring to evaluate an operation's progress.
Evaluation is using indicators to judge progress toward desired conditions and determining why the current
degree of progress exists. Evaluating is the heart of the assessment process, where most analysis occurs. By
evaluating, commanders determine what is working, what is not working, and how to better accomplish the
mission.
1-16. An indicator, in the context of assessment, is a specific piece of information that infers the condition,
state, or existence of something, and provides a reliable means to ascertain performance or effectiveness
(JP 5-0). Indicators should be—
 Relevant—bear a direct relationship to a task, effect, object, or end state condition.
 Observable—collectable such that changes can be detected and measured or evaluated.
 Responsive—signify changes in the OE timely enough to enable effective decision making.
 Resourced—allocate collection assets and staff resources to observe and evaluate.
1-17. The two types of indicators commonly used in assessment include measures of performance and
measures of effectiveness. A measure of performance is an indicator used to measure a friendly action that
is tied to measuring task accomplishment. Also called MOP (JP 5-0). MOPs help answer questions such as
"Was the action taken?" or "Were the tasks completed to standard?" A MOP confirms or denies proper task
performance. MOPs help to answer the question, "Are we doing things right?"
1-18. At the basic level, every Soldier assigned a task maintains a formal or informal checklist to track task
completion. The status of those tasks and subtasks are MOPs. Similarly, operations comprise a series of
collective tasks sequenced in time, space, and purpose to accomplish missions. Current operations
integration cells use MOPs in execution matrices and running estimates to track completed tasks. Staffs use
MOPs as a primary element of battle tracking. MOPs focus on the friendly force. Evaluating task
accomplishment using MOPs is relatively straightforward and often results in a "yes" or "no" answer.
1-19. A measure of effectiveness is an indicator used to measure a current system state, with change
indicated by comparing multiple observations over time. Also called MOE (JP 5-0). MOEs assess changes
in system behavior, capability, or operational environment that are tied to measuring the attainment of an
end state, achievement of an objective, or creation of an effect. MOEs help measure changes in conditions,
both positive and negative. MOEs help to answer the question, "Are we doing the right things?"
1-20. Evaluating includes analyzing why progress is or is not being made. Commanders and staffs propose
and consider possible causes. In particular, they address the question of whether or not changes in the
situation can be attributed to friendly actions. Commanders and staffs consult subject matter experts, both
internal and external to their unit, on whether they have identified the correct underlying causes for specific
changes in the situation. Subject matter experts can also help evaluate the assumptions identified in the
planning process by either turning the assumptions into facts or having them removed.
1-21. Evaluating also includes considering whether the desired conditions have changed, are no longer
achievable, or are unachievable through the current operational approach. Staffs evaluate by continually
challenging the key assumptions made when framing the problem. At any point, the staff may invalidate an
assumption, which requires them to revisit their initial assessment.

RECOMMENDING OR DIRECTING ACTION

1-22. Monitoring and evaluating are critical activities; however, assessment is incomplete without
recommending or directing action. Assessment may diagnose problems, but unless the assessment results in
recommended adjustments, its use to the commander is limited. Ideally, recommendations highlight ways
to improve the effectiveness of operations and plans and are considered in all decisions. Recommended
actions can include—
 Update, change, add, or remove assumptions.

07 December 2020 ATP 5-0.2-1 3

Chapter 1

 Transition between phases.

 Execute branches and sequels.
 Realign resources.
 Change command and control relationships.
 Change priorities of effort.
 Adjust decision points (DPs).
1-23. Based on evaluating progress, staffs brainstorm possible improvements to a plan and make
preliminary judgements about the relative merit of those changes. Staff members identify those changes
possessing sufficient merit and recommend them to the commander or make adjustments within their
delegated authority. Recommendations to the commander range from continuing the operation as planned,
to executing a branch plan, or making unanticipated adjustments. Making adjustments includes assigning
new tasks to subordinates, reprioritizing support, adjusting information collection assets, or significantly
modifying the course of action (COA). Commanders integrate with their personal assessments with
recommendations from the staff, subordinate commanders, and other partners. Using these
recommendations, commanders decide if and how to modify the operation to better accomplish the
mission.
1-24. Assessment diagnoses threats, suggests improvements to effectiveness, and reveals opportunities.
Staffs present assessment conclusions and recommendations to the commander as an operation develops.
Just as staffs devote time to analysis and evaluation, so too must they make timely, complete, and
actionable recommendations. The chief of staff (COS) or executive officer (XO) ensures staffs complete
their analyses and recommendations in time to affect the operation and for information to reach the
commander when needed.

GUIDES TO EFFECTIVE ASSESSMENT

1-25. Throughout the conduct of operations, commanders integrate their own assessments with those of
their staff, subordinate commanders, and other unified action partners in the area of operations (AO). The
following guides aid in effective assessment:
 Commander involvement.
 Integration.
 Incorporation of the logic of the plan.
 Caution when establishing cause and effect.

COMMANDER INVOLVEMENT
1-26. Commander involvement in operation assessment is essential. The assessment plan should focus on
the information and intelligence that directly support the commander's decision making. Commanders
establish priorities for assessment in their planning guidance and CCIRs. By prioritizing the effort,
commanders—
 Guide staffs' analysis efforts.
 Reject the tendency to measure something just because it is measurable.
 Avoid burdening subordinates and staffs with overly detailed assessments and collection tasks.
 Do not commit valuable time and energy to developing excessive and time-consuming
assessment schemes that squander resources better devoted to other operations process activities.
Generally, the echelon at which a specific operation, task, or action is conducted should be the echelon at
which it is assessed.

INTEGRATION
1-27. Assessment requires integration. Assessing progress is the responsibility of all staff sections and not
the purview of any one staff section or command post (CP) cell. Each staff section assesses the operation in
relation to its specific warfighting function. These staff sections, however, must coordinate and integrate
their individual assessments and associated recommendations across the warfighting functions to produce

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 Assessing

comprehensive assessments for the commander. This is particularly true for protracted operations. Staff
sections can accomplish these comprehensive assessments via an assessment working group.
1-28. Most assessment working groups are at higher echelons (division and above) and are more likely to
be required in protracted operations. Normally, the frequency of meetings is part of a unit's battle rhythm.
Staffs do not wait, however, for a scheduled working group to inform the commander of issues that require
immediate attention or to take action in those areas within their delegated authority.
1-29. The assessment working group is cross-functional by design and includes membership from across
the staff, liaison personnel, and other unified action partners outside the headquarters. Commanders direct
the COS, XO, or a staff section leader to run the group. Typically, the operations officer, plans officer, or
senior ORSA staff section serves as the staff lead. The frequency with which the group meets depends on
the situation.
1-30. Developing an assessment plan occurs as part of step 7 of the military decision-making process
(MDMP). Subordinate commanders may participate along with staffs to provide operations assessments
and recommendations. The assessment working group may ultimately present its findings and
recommendations to the commander as well. Commanders combine these assessments with their personal
assessment, consider recommendations, and then direct changes to improve performance and better
accomplish the mission.

INCORPORATION OF THE LOGIC OF THE PLAN

1-31. Effective assessment relies on an accurate understanding of the logic (reasoning) used to build a plan.
Each plan is built on assumptions and an operational approach. The reasons why a commander believes the
plan will produce the desired results become important considerations when staffs determine how to assess
operations. Recording, understanding, and making this logic explicit helps staffs recommend the
appropriate MOEs and MOPs for assessing the operation.

CAUTION WHEN ESTABLISHING CAUSE AND EFFECT

1-32. Although establishing cause and effect is sometimes difficult, it is crucial to effective assessment.
Sometimes, establishing causality between actions and their effects can be relatively straightforward, such
as in observing a bomb destroy a bridge. In other instances-especially regarding changes in human
behavior, attitudes, and perception-establishing links between cause and effect proves difficult.
Commanders and staffs must guard against drawing erroneous conclusions in these instances.

AFTER ACTION REVIEWS

1-33. The material in this section is derived from graphic training aid (GTA) 25-06-023 and FM 7-0.
AARs comprise three types: formal, informal, and interim.
 Formal AARs are scheduled in advance, may have external observers, and take considerably
longer to prepare and complete than informal and interim AARs. Formal AARs use complex
training aids and are conducted where they are best supported.
 Informal AARs must remain professional and well organized, while encouraging open dialogue
about events and details. Informal AARs—
 Are conducted by the internal chain of command.
 Take less time than formal AARs.
 Use simple training aids.
 Are conducted when needed.
 Interim AARs afford commanders the ability to capture details that might otherwise be forgotten
and ensures the reporting of intelligence to higher and adjacent units. Details can be lost during
an extended operation or event such as a convoy. If the operation covers multiple days,
commanders should conduct AARs during rest periods, breaks in activity, or as often as
required.

07 December 2020 ATP 5-0.2-1 5

Chapter 1

Technique: A “hot wash” is a type of interim AAR that can happen at any time, but usually follows
immediately after any event (training or combat) and provides feedback that the unit can instantly
incorporate before continuing its current operation. It is led by a leader who participated in the event.
The results of the hot wash can be incorporated in a later, more all encompassing, AAR. A hot wash
usually follows the format of reviewing with all personnel involved these four questions:
 What just happened?
 What went right?
 What went wrong?
 What should we do differently next time?

AAR STEPS
1-34. Conducting AARs requires three steps: plan, prepare, and conduct.
 Plan
 Establish objectives.
 Select observers.
 Review the mission or plan.
 Identify participants.
 Plan times or triggers for AARs.
 Determine AAR site locations.
 Select training aids (maps, overlays, butcher paper, white boards, terrain models, and
recording devices).
 Prepare
 Review the applicable operations order (OPORD), execution order (EXORD), directives,
and plans.
 Observe the operation.
 Organize the AAR site.
 Collect information from observers and participants as available.
 Develop the discussion outline.
 Organize and rehearse.
 Conduct
 Restate the mission and events in overview along with a summary of the outcome.
 Generate discussion.
 Orient the discussion to the objectives of the AAR (keep the discussion focused and on
topic).
 Seek maximum participation.
 Summarize key learning points.

AAR DISCUSSION FORMAT

1-35. To assist in removing emotion from topics, organize discussions in the following format:
 Issue. State the issue that you are raising, without blame or praise: for example, "inadequate
control measures."
 Discussion. Discuss in more detail what happened and what the result was. For example, "The
OPORD did not specify what the boundaries of the AO were, resulting in subordinate units
maneuvering across the boundaries of adjacent units."

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 Assessing

 Recommendation. Discuss your recommended resolution to the problem. For example, "Ensure
that control measures such as boundaries are well understood in the operations process of the
unit. Adjust the standard operating procedure (SOP)."

Techniques: Another example agenda for each AAR discussion—

 Review what was supposed to happen.
 Establish what happened.
 Determine what was right or wrong with what happened.
 Determine how to perform the task differently next time.
 Determine who is responsible for implementing any changes.
 The last three steps can be done using the issue-discussion-recommendation format.
Other considerations—
 Ask leading and thought-provoking questions that focus on the mission objectives. Ask
leaders what mission variables influenced their decisions. For example, ask, "Do you
think that was a proper way to establish security?"
 Have unit members describe what happened in their own words and from their own
point of view. They should be free to discuss not only what took place but also why it
took place.
 Discuss “sustains” (positives) as well as “improves” (negatives), which reinforces what
was done well and not just what needs improvement.
 Relate tactical events to subsequent results.
 Explore alternative courses of action that might have been more effective. For
example, ask, “How could you have done it better?”
 Avoid detailed examination of events not directly related to major training objectives,
unless the unit leader wants to go into greater detail.
 Cut off inappropriate discussions, particularly excuses and doctrinal debates.
 Encourage discussing solutions to problems that are controversial within the unit.
 Focus on improving the survivability and lethality of the unit on the next contact.
 Emphasize there will be no retribution for professional dialogue—even when it paints
leadership in a negative light—so that Soldiers and observers will speak honestly and
candidly.

AAR RECORDING
1-36. Importantly, each AAR session should be recorded and published. The audience for the published
AAR is the same as the invitation plus one level up. Ensure the AAR is provided to the whole unit.
Additionally, provide the AAR to the next higher echelon (for example, company to battalion) so lessons
learned can be disseminated throughout the organization to help others avoid the same mistakes. The
Center for Army Lessons Learned (CALL) is the Army's central repository for lessons learned. This center
collects, analyzes and rapidly disseminates applicable lessons learned and tactics, techniques, and
procedures (TTP) across the force. Units can both access and upload lessons learned to CALL at
https://usacac.army.mil/organizations/mccoe/call.

Technique: Have the unit SOP readily available to assist in understanding and recording the changes
the unit needs to implement.

07 December 2020 ATP 5-0.2-1 7

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 Chapter 2
Planning

Multiple processes are available for planning. This chapter covers the planning
processes of Army design methodology (ADM) and the military decision-making
process (MDMP). It also covers the integrating processes of intelligence preparation
of the battlefield (IPB), information collection (IC), and targeting.

OVERVIEW OF PLANNING
2-1. Planning is the art and science of understanding a situation, envisioning a desired future, and
determining effective ways to bring that future about (ADP 5-0). Planning helps leaders understand
situations; develop solutions to problems; direct, coordinate, and synchronize actions; prioritize efforts; and
anticipate events. Planning helps leaders determine how to move from the current state of affairs to a more
desirable future state and assess what could go wrong along the way.
2-2. Planning is a continuous learning activity. While planning may start an iteration of the operations
process, planning does not stop with the production of an order. During preparation and execution, the
commanders continuously refine the order to account for changes in the situation. Subordinates and others
provide assessments about what works, what does not work, and how the force can conduct operations
better. In some circumstances, commanders may determine that the current order (to include associated
branches and sequels) no longer applies. In these instances, instead of modifying the current order,
commanders reframe the problem and develop a new plan.
2-3. Planning may be highly structured, involving the commander, staff, subordinate commanders, and
others who develop a fully synchronized plan or order. Less structured planning may limit involvement to
the commander and selected staff members, who quickly determine a scheme of maneuver for a hasty
attack. Sometimes the planned activity is quite specific with very clear goals. At other times, planning must
first determine the activity and the goals. Planning is conducted along various planning horizons,
depending on the echelon and circumstances. Planning may be months and years out for some units, while
others plan only hours or days ahead.
2-4. Planning techniques and methods vary based on circumstances. Most planners plan in reverse,
starting with the envisioned end state and working backward in time to the present. Some planners may
plan forward, starting with the present conditions and laying out potential decisions and actions forward in
time. Planning methods may be more analytical, as in the ADM, or more systematic, as in the MDMP.
2-5. A product of planning is a plan or order-a directive for future action. Commanders issue plans and
orders to subordinates to communicate their understanding of the situation and their direction for how the
operation should unfold. Plans and orders synchronize the action of forces in time, space, and purpose to
achieve objectives and accomplish the mission. They inform others outside the organization on how to
cooperate and provide support.
2-6. Plans and orders describe a situation, define the mission, provide the commander's intent, establish a
task organization, lay out a concept of operations, assign tasks to subordinate units, and provide essential
coordinating instructions. The plan serves as a foundation that allows the force to rapidly adjust based on
changing circumstances. The measure of a good plan is not whether execution transpires as planned,
but whether the plan facilitates effective action in the face of unforeseen events.
2-7. Plans and orders come in many forms and vary in scope, complexity, and length of time they address.
Generally, commanders and staffs develop an operation plan well in advance that is not executed until
directed. An operation plan becomes an operation order (OPORD) when directed for execution based on a

07 December 2020 ATP 5-0.2-1 9

Chapter 2

specific time or event. A fragmentary order (FRAGORD) is an abbreviated OPORD, issued as needed, to
change or modify an OPORD during the conduct of operations. Some planning results in written orders
complete with attachments. Other planning produces brief FRAGORDs issued verbally and then followed
in writing (see FM 6-0 for Army formats for plans and orders).

DESIGN
2-8. This section is derived from ADP 5-0, ATP 5-0.1, and Army Design Methodology: Commander's
Resource.
2-9. Army design methodology is a methodology for applying critical and creative thinking to understand,
visualize, and describe problems and approaches to solving them (ADP 5-0). ADM includes interconnected
thinking activities that aid in conceptual planning and decision making. By first framing an operational
environment and associated problems, ADM enables commanders and staffs to think about the situation in
depth. From this understanding, commanders and staffs develop a more informed approach to solve or
manage identified problems. During operations, ADM supports organizational learning through reframing-
a maturing of understanding that leads to a new perspective on problems or their resolution.
2-10. Recognizing and solving problems is essential. When faced with unfamiliar or ambiguous situations,
commanders and staffs may feel overwhelmed by uncertainty. This is where ADM can help. By first
framing an operational environment and associated problems, ADM enables commanders and staffs to
think about the situation before developing ways to solve those problems. Based on this understanding,
commanders and staffs are better equipped to develop approaches to overcome identified problems.
2-11. Depending on the situation's complexity, hard-to-identify problem, or unclear operational end state,
commanders can initiate ADM before or in parallel with the MDMP. ADM can facilitate the identification
of objectives, creation of lines of operation and lines of effort, and increase understanding of the problem.
The understanding and products resulting from ADM do not replace the MDMP, but they help guide
more detailed planning during the MDMP.
2-12. No specific method or prescribed set of steps exists to employ ADM. Several activities associated
with ADM, however, include framing an operational environment, framing problems, developing an
operational approach, and reframing when necessary (see figure 2-1). ADM is particularly useful as an aid
to conceptual planning when integrated with the detailed planning typically associated with the MDMP.
Together, these processes produce executable plans. While planners complete some activities before others,
the understanding and learning within one activity may require revisiting the learning from another activity.
Thus, ADM is iterative in nature.

10 ATP 5-0.2-1 07 December 2020

 Planning

Figure 2-1. Army design methodology

STEP 1. CURRENT STATE

2-13. To use an operational approach in solving problems, commanders and planning teams seek to
understand those conditions that make up the current state of an operational environment. A condition is the
state of an essential factor in an operational environment. An example is a three-year drought in an area.
Insurgent control of a certain province is another example. Not only do planning teams identify current
conditions, they understand how those conditions came to be from a historical and cultural perspective.
Teams identify and discern the relationships among relevant variables and actors in an operational
environment.
2-14. An actor is an individual or group who acts to advance personal interests. Relevant actors may
include states and governments, multinational actors such as coalitions, and regional groupings, alliances,
terrorist networks, criminal organizations, military units, and cartels. Actors may also include multinational
corporations, nongovernmental organizations, and other entities capable of influencing the situation either
through, or in spite of, the appropriate civil, religious, or military authority.
2-15. Tendencies are models describing the thoughts or behaviors of certain actors. Tendencies identify the
likely pattern of relationships between the actors, without external influences. Once identified, commanders
and staffs evaluate the potential of these tendencies to manifest within an operational environment.
Potential is the inherent ability or capacity for the growth or development of a specific interaction or
relationship.
2-16. Often, learning the nature of a situation helps in understanding groupings, relationships, or
interactions among relevant actors and operational variables. This learning typically involves analysis of

07 December 2020 ATP 5-0.2-1 11

Chapter 2

operational variables while examining the dynamic interaction and relationships among a myriad of other
factors in an operational environment.
2-17. Some things to consider include, but are not limited to, the following:
 Guidance.
 Histories and cultures.
 Actors (such as persons, institutions, bureaucracies, organizations, groups, or communities that
have relevant interests or influence).
 Actors' goals.
 Relationships among the actors.
 Operational variables.
 Elements of operational art.
 Tendencies: the likely pattern of relationships if we do not intervene (consider tendencies in light
of specific relationships and in the aggregate).
 Potentials: the inherent ability or capacity for the growth or development of a specific interaction
or relationship (consider potentials in light of specific relationships and in the aggregate).
2-18. Present findings as an answer to the question, "What is going on in the environment?" Use a graphic
and a narrative to explain.

Note. Framing the operational environment requires simplifying reality to identify and
understand key relationships between actors and other variables. Lives and resources depend on
the accuracy of this analysis. Keeping in mind the need to simplify, considering a greater
number of actors' perspectives leads to more accurate results. Similarly, considering greater
numbers of relationships leads to more accurate results. Given the operational environment's
complexity, the more expertise considered, the better. For example, if governance, economic
development, or reconciliation will at some point constitute lines of effort (LOEs), input from
persons knowledgeable in politics, economics, and sectarian conflict will be helpful and lead to
greater accuracy.

STEP 2. DESIRED END STATE

2-19. The desired end state consists of those desired conditions that, if achieved, meet the objectives of
policy, orders, guidance, and directives issued to the commander. A condition is a reflection of the existing
state of the operational environment. Thus, a desired condition is a sought-after future state of the
operational environment.
2-20. Since every operation focuses on a clearly defined, decisive, and attainable end state, success hinges
on accurately describing these conditions. These conditions form the basis for decisions that ensure
operations progress consistently toward the desired end state.
2-21. Time is a significant consideration when developing the desired end state. How time relates to the
desired end state heavily influences not only the expectations of higher authorities but also how
commanders use forces and capabilities to achieve desired conditions. Staffs exercise diligence throughout
ADM to account for the time required to achieve the desired end state conditions. Staffs also qualify
whether desired conditions are intended to be lasting or transient. This temporal dimension is essential to
developing effective operational approaches.
2-22. Some things to consider include, but are not limited to, the following:
 Tangible and intangible conditions.
 Military and non-military conditions.
 Perceptions.
 Levels of comprehension.
 Cohesion among groups.
 Relationships between actors.

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 Planning

 Guidance from higher headquarters.

 Time available.
 Duration of desired end state.
2-23. Present findings as an answer to the question, "What do we want the environment to look like?" Use
a graphic and a narrative to explain.

STEP 3. PROBLEM FRAME

2-24. The problem frame extends beyond analyzing the interactions and relationships in the operational
environment. It identifies areas of tension and competition as well as opportunities and challenges that
commanders must address to transform current conditions to achieve the desired end state. Tension is the
resistance or friction among and between actors. The commander and staff identify tension by analyzing
the relevant actors' tendencies, objectives, and potentials within the context of the operational environment.
2-25. The commander and staff challenge their hypotheses and models to identify motivations and agendas
among the relevant actors and identify factors that influence these motivations and agendas. The
commander and staff evaluate tendencies, potentials, trends, and tensions that influence the interactions
among social, cultural, and ideological forces.
2-26. In the problem frame, analysis identifies positive, neutral, and negative implications of tensions in
the operational environment given the differences between existing and desired conditions. When
commanders and staffs take action within the operational environment, they may exacerbate latent tensions.
Commanders exploit tensions to drive change; this exploitation is vital to transforming existing conditions.
If left unchecked, tensions may undermine transformation. Because tensions arise from differences in
perceptions, goals, and capabilities among relevant actors, they are inherently problematic and can both
foster and impede transformation. By deciding how to address these tensions, the commander identifies
the problem that the design will ultimately solve.
2-27. Some things to consider include, but are not limited to, the following:
 Root causes.
 Tendencies.
 Potentials.
 Areas of tension and competition within the environment.
 Tensions that are positive, neutral, or negative relative to a desired end state.
 Tensions that can be exploited to drive change.
 Tensions that must be mitigated.
2-28. Present findings as an answer to the question, "Where, conceptually, in the environment should we
act to achieve our desired end state?" This creates a problem statement and graphic.
2-29. The problem statement reflects differences between current and desired conditions. Judgement is
important! The problem statement describes where, conceptually, and in the current environment, the
organization should act to achieve a more desirable state.
2-30. The problem statement is presented as a declarative sentence—not as a problem question—and
remains conceptual, since the details are developed in the MDMP.

STEP 4. OPERATIONAL APPROACH

2-31. An operational approach enables commanders to begin visualizing and describing possible
combinations of actions to reach the desired end state given the tensions identified in the environmental and
problem frames. Courses of action are developed during detailed planning, the operational approach
provides the logic that underpins the unique combinations of tasks required to achieve the desired end state.
2-32. One method to depict the operational approach is using LOEs to provide a graphic that articulates
links among tasks, objectives, conditions, and the desired end state. A design portrays an operational
approach in a manner that best communicates its vision and structure. Ultimately, the commander
determines the optimal method to articulate the operational approach.

07 December 2020 ATP 5-0.2-1 13

Chapter 2

2-33. Some things to consider include, but are not limited to, the following:
 Desired conditions.
 Objectives.
 Tasks.
 LOEs.
 Resource estimates.
 Acceptable level of risk.
 Risk-mitigation measures.
 Combinations of actions.
 Broad, general actions that might facilitate movement toward a desired state.
 Logic or rationale behind why these broad, general actions will work.
2-34. Present findings as an answer to the question, such as "How do we get from the current state to the
desired end state?" Use a graphic and a narrative to explain. Once the commander approves the concept,
planners can use the MDMP to create a plan for subordinate units to execute.
2-35. Some final thoughts on ADM—
 Design is not a linear process. Without exception, commanders and staffs move back and forth
between frames when they develop a design, plan, prepare, and execute. Design's four questions
do not comprise a procedure.
 Adopt the virtue of humility. Expect error and try to anticipate change.
 Be aware of the need to reframe.
 Staff members cannot develop a design alone. Staffs must work in groups. A rule of thumb is to
include six to nine people on the core team, and bring in other subject-matter experts as needed.
 Attempt to capture all relevant perspectives through personal or group narratives. Use their
words and images.
 Employ multiple disciplines, frameworks, theories, and models.
 Prevent "paralysis by analysis" by having a leader in charge.
 Keep in mind that clashing perspectives are desirable, because opposing perspectives result in
integration of relevant variables, relationships, and dynamics into the frames. Disagreements
ultimately result in a shared understanding of the environment, the problem, and the solution.
 To have a clash of perspectives and the creation of a shared narrative, leaders and design
practitioners must cultivate the free, open exchange of perspectives to create a shared narrative.
 Struggle to find the right amount of detail in your frames. Both too much and too little detail is
unhelpful.
 Keep in mind that the whole is likely greater than the sum of its parts. Many activities are
simultaneously transpiring in the environment. The goal is to understand how the variables and
relationships between them interact to affect the whole.
 Keep in mind the environment is dynamic, not static.
 Ask, "How will our interventions affect the environment?"
 Be aware of feedback loops.
 Plan actions to learn more about the environment.
 Plan actions that create opportunities.
 Understand that, in human affairs, "end states" are not the goal. Achieving a desired state for a
certain duration is the objective.

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THE MILITARY DECISION-MAKING PROCESS

2-36. The material in this topic is derived from ADP 5-0 and FM 6-0.
2-37. The military decision-making process is an iterative planning methodology to understand the
situation and mission, develop a course of action, and produce an operation plan or order (ADP 5-0). The
MDMP facilitates parallel and collaborative planning and helps leaders apply thoroughness, clarity, sound
judgement, logic, and professional knowledge to develop situational understanding and produce a plan or
order. Situational understanding is the product of applying analysis and judgment to relevant information
to determine the relationships among the operational and mission variables (ADP 5-0). Collaborative
planning is two or more echelons planning together in real time, sharing information, perceptions, and
ideas to develop their respective plans simultaneously (ADP 5-0). Parallel planning is two or more
echelons planning for the same operations nearly simultaneously facilitated by the use of warning orders by
the higher headquarters (ADP 5-0).
2-38. The MDMP consists of seven steps as shown in table 2-1 on page 16. Each step of the MDMP has a
purpose, inputs, substeps, and outputs. The step outputs lead to an increased understanding of the situation
and facilitate the next step of the MDMP. Commanders and staffs generally perform these steps and
substeps sequentially; however, they may revisit several steps in an iterative fashion as they learn more
about the situation before producing the plan or order. Ultimately, the MDMP is a means to an end. The
actual decisions a commander makes is more important than the decision-making process.
2-39. Commanders initiate the MDMP upon receipt of, or in anticipation of, a mission. Commanders and
staffs often begin planning in the absence of an approved higher headquarters' operation plan (OPLAN) or
OPORD. In these instances, they start planning based on a warning order (WARNORD), a planning order,
or an alert order from higher headquarters. This requires active collaboration with the higher headquarters
and parallel planning among echelons as the plan or order is developed.
2-40. Depending on the situation's complexity, commanders can initiate ADM before or in parallel with the
MDMP. If the problem is hard to identify or the operation's end state is unclear, commanders may initiate
ADM before engaging in detailed planning. ADM can assist commanders and staffs in understanding an
operational environment, framing the problem, and considering an operational approach to solve or manage
the problem. In time-constrained conditions, or when the problem is straightforward, commanders may
conduct the MDMP without incorporating formal ADM efforts (see discussion of the rapid
decision-making and synchronization process (RDSP) beginning in paragraph 4-29).

Note. The techniques described in this section assume that proper time is allocated and multiple
courses of action will be developed.

07 December 2020 ATP 5-0.2-1 15

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Table 2-1. Steps of the MDMP

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STEP 1. RECEIPT OF MISSION

2-41. Receipt of mission is the first step of the MDMP. It alerts the organization, staff, and subordinate
units to initiate planning preparation. Planning preparation includes everything needed to conduct planning
and describes the end result of planning. This includes determining the timeline for the operation and
planning process, deciding what portions of the OPORD to develop, updating running estimates, and
gathering tools. Figure 2-2 lists the purpose, inputs, processes, and outputs of receipt of mission.

Figure 2-2. The MDMP Step 1. Receipt of mission overview

Step 1.1. Alert Staff and Other Key Participants

2-42. When a commander directs, a unit receives a new mission, or the staff anticipates a branch or sequel,
someone must alert the staff to begin planning. Usually the current operations or planning lead alerts the
staff of the pending planning requirement. The planning team typically includes a representative from each
warfighting function and, as necessary, additional staff members by functional area of expertise. As
required, other military, civilian, and host-nation organizations are notified of future planning events.

Step 1.2. Gather Tools

2-43. Once notified of a new planning requirement, the staff prepares for the MDMP by gathering the tools
needed to perform it. These tools include, but are not limited to—
 Appropriate doctrinal publications such as ATP 5-0.2-1, ATP 5-0.2-2, FM 3-0, FM 3-90-1,
FM 3-90-2, FM 6-0, or ADP 1-02.
 All documents related to the mission and area of operations (AO) including the higher
headquarters' OPLAN or 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.
 Unit's standard operating procedures (SOPs) and the higher headquarters' SOPs.
 Current running estimates.
 Any design products, including products describing the operational environment, problem, and
operational approach (if applicable).
2-44. Gathering tools continues throughout the MDMP. Staff officers carefully review references—located
at the beginning of an OPLAN or OPORD before paragraph 1, Situation, of the higher headquarters'
OPLAN or OPORD—to identify documents such as theater policies and memorandums related to the
upcoming operation.

07 December 2020 ATP 5-0.2-1 17

Chapter 2

Step 1.3. Update Running Estimates

2-45. While gathering the necessary tools for planning, staff sections continue updating running estimates-
especially the status of friendly units and resources available that affect each functional area. Running
estimates compile critical facts and assumptions from the perspective of each staff section, to include
information from other military and civilian organizations. While this task is listed at the beginning of the
MDMP, developing and updating running estimates continues throughout the MDMP and the operations
process.

Technique. A technique to help determine the "so what" of any fact, assumption, or constraint is to use
a factor-deduction-conclusion process, which is also known as a "3-column drill" (see table 2-2). In the
first column, list the fact, assumption, or constraint you want to analyze. In the second column, list why
the factor is important (the so what). In the conclusion column, list all necessary additional actions or
products (for example: planning guidance, tasks, and graphic control measures).

Table 2-2. Example “3-column drill”

Factor Deduction Conclusion
“what” “so what” “recommendation”
Currently have 200,000 The brigade is able to • Request from higher
gallons of fuel on hand for maneuver for only an headquarters an
the brigade. additional 24 hours. additional 400,000 gallons
of fuel for the upcoming
operation.
• Create a limit of advance
in case fuel does not
arrive in time to avoid
culmination.

Step 1.4. Conduct Initial Assessment

2-46. During receipt of mission, the commander and staff conduct an initial assessment of time and
resources available to plan, prepare, and begin execution of an operation. This initial assessment helps
commanders determine—
 Time available from mission receipt to mission execution.
 Time needed to plan and prepare for the mission for both the headquarters and subordinate units.
 The staff’s experience, cohesiveness, and level of rest or stress.
 Guidance on a planning approach, including conducting ADM, abbreviating the MDMP, or
using the RDSP.
 Whether abbreviating the MDMP is required.
 Planning team composition, including which outside agencies and organizations to contact and
incorporate.
 Time required to position critical elements, including command and control (C2) nodes for the
upcoming operations.
2-47. This initial assessment determines the initial allocation of available time. The commander and staff
balance the desire for detailed planning against the need for immediate action. The commander provides
initial guidance to subordinate units as early as possible to allow subordinates the maximum quantity of
time for their own planning and preparation of operations. As a rule, the commander allocates a minimum
of two-thirds of available time for subordinate units to conduct their planning and preparation. The
Commander and staff use the remaining one-third of available time to plan (planning time is defined as the
time from receipt of order to issue of the OPORD). Time, more than any other factor, determines the level
of detail to which commanders and staffs can plan.

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2-48. An initial assessment helps determine when certain actions should begin to ensure forces are ready
and in position before execution. This may require commanders to direct subordinates to start necessary
movements, conduct task organization changes, begin IC, and execute other preparation activities before
completing the plan.
2-49. Based on the commander's initial allocation of time, the chief of staff (COS) or executive officer
(XO) develops a planning timeline, also known as the "plan to plan" or P2P that outlines how long the
headquarters can spend on each step and substep of the MDMP. It includes times and locations for
meetings and briefings and issuance of orders. It serves as a benchmark for the commander and staff
throughout the MDMP. The staff's planning timeline indicates what products are due, who is responsible
for them, and who receives them.

Techniques: To develop a realistic and attainable planning timeline, a COS or XO can use multiple
techniques. One technique is HOPE(L) (higher headquarters, operational, planning, templated enemy,
and light and weather timelines). Each HOPE(L) timeline identifies several key events. By holistically
evaluating unit planning timelines with key events identified in a HOPE(L) format, units can
synchronize their planning timelines with the key events. HOPE(L) also ensures a plan is developed in
sufficient time before execution.

A second technique for use when dedicated planners are unavailable, is to allow sufficient time for
contingencies and for staff members to meet other requirements. For example, leave three to four hours
between steps in the process for the staff to address current war fighting function operational
requirements.

A technique for use with the one-third, two-third rule for allocating time is to remove an additional 25%
of allocated time off the top before determining allocations. This provides for contingencies, planning
timeline shifts, or analyzing branches and sequels.

Other items to consider in developing realistic planning timelines include rest cycles, time of day, means
of OPORD delivery, and subordinate unit travel times. For example, if the one-third, two-third rule
indicates that the OPORD brief should be conducted at 0200 hours, the commander wants to do it in
person, and subordinate commanders require a few hours to get both to and from the unit's headquarters,
the planning timeline will most likely need to be adjusted. Table 2-3 depicts a technique for allocating
time for the MDMP.
Table 2-3. Rule of thumb for the MDMP timelines
Overall time Refined time
The MDMP step
allocation allocation
Receipt of mission
30-35%
Mission analysis 50%
COA development 15-20%
COA analysis
COA comparison 30-35%
50%
COA approval
Orders production 15-20%

See table I-10 on page 325 for generic planning timelines.

Step 1.5. Issue Commander's Initial Planning Guidance

2-50. Having determined the time available together with the scope and scale of the planning effort,
commanders issue initial planning guidance. If commanders are unable to issue guidance, the COS, XO, or
lead planner can issue initial guidance to initiate the planning process. Initial guidance begins the

07 December 2020 ATP 5-0.2-1 19

Chapter 2

visualization process, identifies the tactical problem, defines the AO, and lists the initial challenges.
Although brief, initial guidance includes—
 Initial time allocations.
 Guidance on the planning approach (initiate ADM, conduct the full MDMP, abbreviate the
MDMP, or conduct the RDSP).
 How to abbreviate the MDMP, if required.
 Necessary coordination to perform, including exchanging liaison officers.
 Authorized movements to initiate.
 Known specified and implied tasks.
 Information collection guidance to include reconnaissance and surveillance guidance (if tasking
units are to conduct reconnaissance and surveillance).
 Collaborative planning times and locations.
 Initial information requirements (IRs).
 Things not to waste time on.
 Additional staff tasks.

Techniques. Have an initial commander’s guidance template that can facilitate the planning process
(see figure I-2 on page 315 for an example). A template helps commanders organize their thoughts
and ensures they do not forget any key guidance. It allows the staff to anticipate what to expect from
the commander before beginning the MDMP. Lastly, a template helps a commander issue initial
guidance—a step that is easily forgotten in a time-constrained environment.

Immediately after a commander issues initial planning guidance, the COS, XO, or planning team lead
refines the guidance by describing the type of order the staff will create, what annexes are required,
and which staff section is responsible for which part of the order (if an SOP specifying this does not
exist).

Step 1.6. Issue WARNORD #1

2-51. The last substep in receipt of mission is to issue a WARNORD to subordinate and supporting units.
This order includes as much information as the staff knows and, at a minimum, it specifies the type of
operation, general location of the operation, initial timeline, higher headquarter's mission and intent,
general enemy situation, and any movement or IC to initiate. An example WARNORD follows:
 Paragraph 1
 Area of operations.
 General enemy situation.
 Higher headquarter's two levels up mission and intent.
 Higher headquarter's mission and intent.
 Paragraph 2
 Nothing required.
 Paragraph 3
 Initial timeline.
 Required movements.
 Paragraph 4
 Nothing required.
 Paragraph 5
 Nothing required
 Annex A.
 Changes to task organization.

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 Planning

 Annex C
 Unit AO (sketch, overlay, or some other description).
 Annex L
 Information collection to initiate.

Technique. Another tool that can assist commanders and staffs in understanding a higher headquarter’s
OPORD is—within the first 10 minutes of receiving an order from a higher headquarters—the
commander can conduct a quick confirmation brief with the staff. Staff members quickly describe
major specified or implied tasks (no more than 1–2 minutes per staff section) and constraints or
limitations that they think the rest of the staff needs to know before beginning mission analysis.
Commanders can also issue their initial guidance and the COS, XO, or lead planner can issue the next
couple of key events of the plan to plan. This meeting should last no more than 10 minutes, with
5–7 minutes for staff discussion and 3–5 minutes for issuing commander’s initial guidance.

Techniques. The following time-saving techniques for the MDMP come from FM 6-0, Chapter 9.

Increase commander's involvement

While commanders cannot spend all their time with their planning staffs, the greater the commander's
involvement in planning, the faster the staff can plan. In time-constrained conditions, commanders who
participate in the planning process can make decisions (such as course of action (COA) selection)
without waiting for a detailed briefing from the staff.

Limit the number of COAs to develop

Limiting the number of COAs that are developed and analyzed can save planning time. If time is
extremely limited, a commander can direct that only one COA be developed. In this case, the goal is an
acceptable COA that meets mission requirements in the time available. This technique saves the most
time. The fastest way to develop a plan is if a commander directs development of one COA with
branches against the most likely enemy COA. This technique should only be used, however, when time
is severely limited. In these cases, the COA is often intuitive, relying on the commander's experience
and judgement. The commander determines which staff officers are essential to assist in COA
development. Normally commanders require the intelligence officer, operations officer, plans officer,
chief of fires (fire support officer), engineer officer, civil affairs operations officer, information
operations officer, military information support operations officer, electromagnetic warfare officer, and
COS or XO. Commanders may also include subordinate commanders, if available, either in person or
by video teleconference. The team quickly develops a flexible COA that it feels will accomplish the
mission. The commander mentally war-games this COA and gives it to the staff to refine.

Maximize parallel planning

Staffs must use every opportunity to perform parallel planning with higher headquarters and share
information with subordinates. Although parallel planning is the norm, maximizing its use in time
constrained environments is critical. The importance of WARNORDs increases as available time
decreases. A verbal WARNORD now, followed by a written order later, saves more time than a written
order one hour from now. When abbreviating the process, the staff issues the same WARNORDs used
in the full MDMP. In addition to WARNORDs, units must share all available information with
subordinates, especially IPB products, as early as possible.

Increase collaborative planning

Planning in real time with higher headquarters and subordinates improves the overall planning effort of
the organization. Modern information systems and a common operational picture shared electronically
can allow collaboration with subordinates from distant locations, increase information sharing, and
improve a commander's visualization. Taking advantage of subordinates' input and knowledge of their
areas of operations often results in developing better COAs faster.

07 December 2020 ATP 5-0.2-1 21

Chapter 2

Time saving techniques (continued)

Use liaison officers

Liaison officers assigned to higher headquarters and unified action partners' headquarters allow
commanders to have representation in their higher headquarters' planning session. These officers assist
in passing timely information to their parent headquarters and directly to the commander. Effective
liaison officers have the commander's full confidence and the necessary rank and experience for the
mission. Commanders may elect to use a single individual or a liaison team. As representatives, liaison
officers must—
 Understand how their commander thinks and interpret verbal and written guidance.
 Convey their commander's intent, planning guidance, mission, and concept of
operations.
 Represent their commander's position.
 Know the unit's mission; tactics, techniques, and procedures; organization; capabilities;
and communications equipment.
 Observe the established channels of command and staff functions.
 Be trained in their functional responsibilities.
 Be tactful.
 Possess the necessary language expertise.

STEP 2. MISSION ANALYSIS

2-52. The MDMP continues with an assessment of the situation called mission analysis. Mission analysis
helps commanders and staffs understand the situation and mission. The situation (paragraph 1 of the
OPORD) includes describing the current status of enemy forces, friendly forces, and the terrain and effects
for the assigned mission. It also examines the assigned task and purpose and defines the problem the unit
has been directed to solve. With this improved understanding, commanders provide guidance for further
planning. All mission analysis substeps must be performed, although not sequentially, and all substeps must
be completed before moving to Step 3, COA development. Figure 2-3 depicts the purpose, inputs,
processes, and outputs of mission analysis.

22 ATP 5-0.2-1 07 December 2020

 Planning

Figure 2-3. The MDMP Step 2. Mission analysis overview

Step 2.1. Analyze the Higher Headquarter's Plan or Order

2-53. Commanders and staffs thoroughly analyze the higher headquarter's plan or order. They determine
how their unit, by task and purpose, contributes to the mission, commander's intent, and concept of
operations of the higher headquarters. The commander and staff seek to completely understand—
 Commander’s intent and mission of the higher headquarters two levels up.
 The higher headquarter's—
 Commander's intent.

07 December 2020 ATP 5-0.2-1 23

Chapter 2

 Mission.
 Concept of operations.
 Available assets.
 Timeline.
 Their assigned AO.
 Missions of adjacent, supporting, and supported units and their relationships to the higher
headquarter's plan.
 Missions or goals of unified action partners that work in operational areas.
2-54. If the commander and staff misinterprets the higher headquarter's plan, time is lost. Additionally,
when analyzing a higher order, the commander and staff may identify difficulties and contradictions in the
higher order. If confused by the higher headquarter's order or guidance, commanders must seek immediate
clarification. Liaison officers familiar with the higher headquarter's plan can clarify issues. Collaborative
planning with the higher headquarters also facilitates this task. Staffs use requests for information to clarify
or obtain additional information from a higher headquarters.

Step 2.2. Perform Initial Intelligence Preparation of the Battlefield

2-55. Intelligence preparation of the battlefield is the systematic process of analyzing the mission variables
of enemy, terrain, weather, and civil considerations in an area of interest to determine their effect on
operations (ATP 2-01.3). The IPB process identifies critical gaps in a commander's knowledge of an
operational environment. As part of initial planning guidance, commanders use these gaps as a guide to
establish their initial intelligence requirements. IPB products enable the commander and staff to assess facts
about an operational environment and make assumptions about how friendly and threat forces will interact
in an operational environment. The description of an operational environment identifies key aspects of, and
constraints on, an operational environment—such as avenues of approach, potential engagement areas
(EAs), and potential landing zones—which the staff integrates into potential friendly COAs and their
running estimates. The intelligence staff, in collaboration with the rest of the staff, develops other IPB
products during mission analysis. That collaboration results in draft initial priority intelligence
requirements (PIRs), the production of a complete modified combined obstacle overlay (MCOO), a list of
high-value targets (HVTs), and unrefined event templates and matrices (see paragraph 2-240 for additional
details on IPB).

Note. IPB is the fundamental assumption that the rest of a plan is based on. It becomes the main
portion of the intelligence officer’s running estimate. To keep IPB current, intelligence sections
rely on help and expertise from the rest of the staff.

Step 2.3. Determine Specified, Implied, and Essential Tasks

2-56. Staffs analyze a higher headquarters' order and guidance to determine their specified and implied
tasks. A task is a clearly defined action or activity specifically assigned to an individual or organization that
must be done as it is imposed by an appropriate authority (JP 1). The "what" of a mission statement is
always a task. From a list of specified and implied tasks, the staff determines essential tasks for inclusion in
a recommended mission statement (see table I-5 on page 307 for a listing of tactical tasks and definitions).
2-57. A specified task is a task specifically assigned to a unit by its higher headquarters (FM 6-0).
Paragraphs 2 and 3 of the OPORD usually list specified tasks, but they can be found elsewhere, such as
Paragraph 4 or in an annex. A higher commander may assign specified tasks verbally or in written
directives. Specified tasks may include a trigger such as "on-order" or "be-prepared."
2-58. An on-order mission is a mission to be executed at an unspecified time (FM 6-0). A unit with an
on-order mission is a committed force. Commanders envision task execution in the concept of operations;
however, they may not know the exact time or place of execution. Subordinate commanders develop plans
and orders, allocate resources, task-organize, and position forces for execution.

24 ATP 5-0.2-1 07 December 2020

 Planning

2-59. A be-prepared mission is a mission assigned to a unit that might be executed (FM 6-0). Generally
with a contingency mission, commanders execute a be-prepared mission because something planned has or
has not been successful. When planning priorities, commanders plan a be-prepared mission after any on-
order mission. A be-prepared mission can never be an essential task.
2-60. An implied task is a task that must be performed to accomplish a specified task or mission but is not
stated in the higher headquarters' order (FM 6-0). Detailed analysis of the higher headquarters' order, the
enemy situation, the terrain, and civil considerations helps staffs derive implied tasks. Additionally,
analysis of doctrinal requirements for each specified task might disclose implied tasks.
2-61. Once staff members have identified specified and implied tasks, they ensure they understand each
task's requirements and purpose. Staff members then identify an essential task or tasks. An essential task is
a specified or implied task that must be executed to accomplish the mission (FM 6-0). Essential tasks are
always included in the unit's mission statement.

Technique. When writing an order, present in paragraphs 2 and 3 (ideally) of the base order all
specified tasks that could impact a subordinate's COA. Avoid burying these tasks in paragraphs 4 and
5 or the annexes.

Essential tasks are tasks that already have been identified. They are not different or additional types of
tasks and are not included on a separate list. Tasks can be marked by an (S) or (I) on a task list
(specified or implied). Then either bold or asterisk the tasks that are essential—tasks that must be in
the mission statement.

Step 2.4. Review Available Assets and Identify Resource Shortfalls

2-62. The commander and staff examine additions to and deletions from the current task organization;
command and support relationships; and status (current capabilities and limitations) of all units. This
analysis also includes capabilities of civilian and military organizations (joint, special operations, and
multinational) that operate within their unit's AO. They consider relationships among specified, implied,
and essential tasks, and between those tasks and available assets. From this analysis, staffs determine if
they have the assets needed to complete all tasks. If shortages occur, the staff identifies to higher
headquarters additional resources needed for mission success. Staffs also identify any deviations from the
normal task organization and provide these deviations for commanders to consider when developing their
planning guidance. A more detailed analysis of available assets occurs during COA development.

Note. Simply stated, during this step, update the task organization and perform an analysis of
tasks and available assets to identify any obvious capability shortfalls. For example if tasked to
conduct a wet-gap crossing, but bridging assets are unavailable, discuss with higher headquarters
whether to change the mission or allocate additional resources.

Step 2.5. Determine Constraints

2-63. Commanders and staffs identify any constraints placed on their command. A constraint is a
restriction placed on the command by a higher command. A constraint dictates an action or inaction, thus
restricting the freedom of action of a subordinate commander (FM 6-0). Paragraph 3 of the OPLAN or
OPORD usually identifies constraints. Other paragraphs and annexes to the order may also include
constraints. The fires overlay, for example, may contain a restrictive fire line or a no fire area. Constraints
may also be verbal, included in WARNORDs, or policy memoranda. Many operational constraints are
commonly expressed as rules of engagement, laws, and authorities. Constraints can also be resource
limitations within the command, such as organic fuel transport capacity, or physical characteristics of the
operational environment, such as the number of vehicles that can cross a bridge in a specified time.

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Chapter 2

Step 2.6. Identify Critical Facts and Develop Assumptions

2-64. Facts and assumptions are the basis for plans and orders. Commanders and staffs gather facts and
develop assumptions as they build their plan. A fact is a statement of truth or a statement thought to be true
at the time that affects planning. Facts concerning operational and mission variables serve as the basis for
situational understanding, continual planning, and assessing progress during preparation and execution.
2-65. An assumption is a specific supposition of the operational environment that is assumed to be true, in
the absence of positive proof, essential for the continuation of planning (JP 5-0). In other words, an
assumption is information that is accepted as true in the absence of facts. Appropriate assumptions used in
decision making have two characteristics:
 They are valid; they are likely to be true.
 They are necessary; they are essential to continuing the problem solving process.
As long as an assumption is both valid and necessary, leaders treat it as a fact. Problem solvers continually
seek to confirm or deny the validity of their assumptions.
2-66. Commanders and staffs use care with assumptions to ensure they are not based on preconceptions,
bias, false historical analogies, or wishful thinking. Effective planners also recognize any unstated
assumptions. Accepting a broad assumption without understanding its sublevel components often leads to
other faulty assumptions. For example, a division commander might assume a combined arms battalion
from the continental United States is available in 30 days. This commander must also understand the
sublevel components: adequate preparation, load and travel time, viable ports and airfields, favorable
weather, and enemy encumbrance. The commander considers how the sublevel components hinder or aid
the battalion's ability to be available. Commanders and staffs continuously question whether their
assumptions are valid throughout planning and the operations process. Key points concerning the use of
assumptions include—
 List and understand all assumptions received from higher headquarters.
 State expected conditions over which the commander has no control but are relevant to the plan.
 Assumptions must be logical, realistic, and considered likely to be true.
 Assumptions are necessary for continued planning.
 Too many assumptions result in a higher probability that the plan or proposed solution may be
invalid.
 Using assumptions requires staffs to develop branches to execute if one or more key assumptions
prove false.
 Often, an unstated assumption may prove more dangerous than a stated assumption proven
wrong.
2-67. Commanders and staffs continually try to replace assumptions with facts. Throughout the MDMP,
The commander and staff should list and review key assumptions on which fundamental judgements rest.
Rechecking assumptions is valuable at any time during the operations process prior to rendering
judgements and making decisions.

Step 2.7. Begin Risk Management

2-68. Risk is the exposure of someone or something valued to danger, harm, or loss and is inherent in all
operations. Because risk is part of all military operations, it cannot be avoided. Identifying, mitigating, and
accepting risk is a function of command and a key consideration during planning.
2-69. Planners conducting a preliminary risk assessment must identify the obstacles or actions that may
preclude mission accomplishment and then assess the impact of these impediments to the upcoming
mission. Determining military risk is more an art than an exact science. Planners use historical data,
intuitive analysis, and judgment. Based on judgment, military risk assessment is an integration of
probability and consequence of an identified impediment.
2-70. Risk is characterized by both the probability and severity of a potential loss that may result from the
presence of an adversary or a hazardous condition. The probability is generally categorized as—
 Very likely—occurs often, continuously experienced.

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 Planning

 Likely—occurs several times.

 Questionable—unlikely, but could occur at some time.
 Unlikely—can assume it will not occur.
2-71. Military risk (consequence) may be—
 High—unable to achieve critical objectives.
 Significant—achieve only the most critical objectives.
 Moderate—partially achieve all objectives.
 Low—fully achieve all objectives.
2-72. Planners and commanders must be able to explain risk to both military commanders and civilian
leadership as necessary. Since military risk is often a matter of perspective and personal experience,
commanders must be able to describe the sources of risk, how they characterized these risks, and how they
evaluated the probability of accomplishing objectives.
2-73. Risk management is the process to identify, assess, and control risks and make decisions that balance
risk cost with mission benefits (JP 3-0). During mission analysis, the commander and staff focus on
identifying and assessing operational hazards. Developing specific control measures to mitigate those
hazards occurs during COA development.
2-74. Risk management consists of the following steps:
 Identify hazards.
 Assess hazards.
 Develop controls.
 Implement controls.
 Supervise and evaluate.

Note. Planners are usually comfortable in identifying risk to force, but they need to focus on
identifying risk to mission.

Step 2.8. Develop Initial Commander's Critical Information Requirements and Essential
Elements of Friendly Information
2-75. Mission analysis, to include IPB, identifies gaps in information required for further planning and
decision making. During mission analysis, the staff develops information requirements (IRs). Certain
information requirements are of such importance to the commander that staffs nominate them to the
commander to become a commander's critical information requirement (CCIR).
2-76. A commander's critical information requirement is an information requirement identified by the
commander as being critical to facilitating timely decision making (JP 3-0). The two key elements of CCIR
are friendly force information requirements (FFIRs) and PIRs. A CCIR is—
 Specified by a commander for a specific operation.
 Applicable only to the commander who specifies it.
 Situation dependent-directly linked to a current or future mission.
 Time-sensitive.
2-77. Commanders consider staff input when determining their CCIRs. Commanders continuously review
CCIRs during the planning process and adjust them as situations change. The initial CCIRs developed
during mission analysis normally focus on decisions a 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. Commanders designate CCIRs to inform the staff and
subordinates of information they deem essential to making decisions. Typically, commanders identify ten
or fewer CCIRs; minimizing the number of CCIRs assists in prioritizing the allocation of limited resources.
2-78. A priority intelligence requirement is an intelligence requirement that the commander and staff need
to understand the threat and other aspects of the operational environment (JP 2-01). PIRs identify

07 December 2020 ATP 5-0.2-1 27

Chapter 2

information about the threat and other aspects of the operational environment that the commander considers
most important. Lessons from recent operations show that intelligence about civil considerations may be as
critical as intelligence about the enemy. The intelligence officer, in coordination with the staff, manages
PIRs for the commander. PIR serve as the framework for the information collection plan.
2-79. A friendly force information requirement is information the commander and staff need to understand
the status of friendly force and supporting capabilities (JP 3-0). FFIRs identify information about a mission;
troops and support available; and time available for friendly forces that the commander considers most
important. In coordination with the staff, the operations officer manages FFIRs for the commander.
2-80. An essential element of friendly information is a critical aspect of a friendly operation that, if known
by a threat would subsequently compromise, lead to failure, or limit success of the operation and therefore
should be protected from enemy detection (ADP 6-0). In addition to nominating CCIRs to the commander,
the staff also identifies and nominates essential elements of friendly information (EEFIs). Although EEFIs
are not CCIRs, they have the same priority as CCIRs and require approval by the commander. Like CCIRs,
EEFIs change as an operation progresses.

Technique. CCIRs and EEFIs should always be current and relevant to the operation. To accomplish
this, recommend different CCIRs and EEFIs for each phase of an operation. Alternatively, list all
CCIRs and EEFIs, and designate when each is active or inactive, depending on the latest time
information is of value (LTIOV).

2-81. Depending on the situation, the commander and selected staff members meet prior to the mission
analysis brief to approve initial CCIRs and EEFIs. This is especially important if the commander intends to
conduct IC early in the planning process. Early approval of initial CCIRs assists the staff in developing the
initial IC plan. Early approval of EEFIs allows the staff to begin planning and implementing measures to
protect friendly force information, such as military deception and operations security.

Note. Once in the execution phase, every CCIR must be tied to a decision and be focused
enough for use in the decision support matrix (DSM) and template.

Step 2.9. Develop the Initial Information Collection Plan

2-82. 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 (FM 3-55). The initial IC plan is crucial to beginning or adjusting the IC
effort and sets in motion intelligence operations, surveillance, and reconnaissance. The plan may be part of
a WARNORD, a FRAGORD, or an OPORD. Available information is incorporated into a complete IC
plan (Annex L) to the OPORD (see the section on IC beginning in paragraph 2-312 for more details about
the initial IC plan).
2-83. The intelligence staff creates the requirements management tools for the IC plan, but responsibility
for a plan resides with the operations officer. This is because only a commander and an operations officer
can task subordinates and allocate resources. The operations officer reviews the risk for each named area of
interest (NAI) and the collection assets assigned to them. Committing assets to reconnaissance potentially
constrains a COA by reducing capabilities that could be used later. The operations and intelligence staff
must work closely to ensure they fully synchronize and integrate IC activities into the overall plan.
2-84. An operations officer considers several factors when developing an initial IC plan, including—
 Requirements for collection assets in subsequent missions.
 Time available to develop and refine the initial IC plan.
 Risk the commander is willing to accept if IC missions begin before the IC plan is fully
integrated into the scheme of maneuver.
 Insertion and extraction methods for reconnaissance, security, surveillance, and intelligence
operations assets.

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 Planning

 Contingencies for inclement weather to ensure coverage of key NAI or target areas of interest
(TAIs).
 The communications plan for transmission of reports from assets to command posts (CPs).
 Inclusion of collection asset locations and movements into the fire support plan.
 Reconnaissance handover to higher or subordinate echelons.
 Sustainment support.
 Legal support requirements.

Step 2.10. Update Plan for the Use of Available Time

2-85. As more information becomes available, the commander and staff refine their initial planning
timeline or plan to plan. They compare the time needed to complete tasks to the higher headquarters'
timeline to ensure the mission can be accomplished in the allotted time.
2-86. The commander and COS, XO, or planning lead refine the staff's planning timeline. The refined
timeline includes the—
 Subject, time, and location of briefings the commander requires.
 Times of collaborative planning sessions and the medium over which they will take place.
 Times, locations, and forms of rehearsals.

Step 2.11. Develop a Proposed Problem Statement

2-87. A problem statement is the description of the primary issue or issues that may impede commanders
from achieving their desired end states. How the problem is formulated leads to particular solutions.
Commanders must take the time to identify the right problem and describe it clearly in a problem
statement. Ideally, the commander and staff meet to share their analysis of the situation. They talk with
each other, synthesize the results of the current mission analysis, and determine the problem. If the
commander is unavailable, staff members talk among themselves and develop a draft problem statement for
the commander to approve later.

Note. If the staff conducted ADM, they already may have developed a problem statement. In that
case, they can conduct a quick review to determine if the statement needs revising based on the
increased understanding of the situation. If ADM activities did not precede mission analysis,
then the commander and staff need to develop a problem statement prior to moving to Step 3,
COA development.

2-88. As part of the discussion to help identify and understand the problem, the staff compares the current
situation to the desired end state. They then brainstorm and list issues that impede the commander from
achieving the desired end state. Based on their analysis, the staff prepare a proposed problem statement for
the commander's approval.

Step 2.12. Develop a Proposed Mission Statement

2-89. A mission statement is a short sentence or paragraph that describes the organization's essential
task(s), purpose, and action containing the elements of who, what, when, where, and why (JP 5-0). The
COS, XO, operations officer, or planning lead prepares a proposed mission statement for the unit based on
mission analysis. The commander receives and approves the unit's mission statement normally during the
mission analysis brief or commanders sometimes provide their own statement. The five elements of a
mission statement answer these questions:
 Who will execute the operation (unit or organization)?
 What is the unit's essential task?
 When will the operation begin?
 Where will the operation occur?
 Why will the force conduct the operations (for what purpose)?

07 December 2020 ATP 5-0.2-1 29

Chapter 2

Example 1. Not later than 22 0400 Aug 09 (when), 1st Brigade (who) secures (what or task)
ROUTE SOUTH DAKOTA (where) to enable the movement of humanitarian assistance
materials (why/purpose).

Example 2. 1-505th Parachute Infantry Regiment (who) seizes (what or task) JACKSON
INTERNATIONAL AIRPORT (where) not later than D-day, H+3 (when) to allow follow-on
forces to air-land into AO SPARTAN (why or purpose).

2-90. The who, where, and when of a mission statement are straightforward. The what and why are more
challenging to write and can confuse subordinates if not stated clearly. The why provides the mission's
purpose-the reason the unit is to perform the task-and thereby puts the task into context (see table I-6 on
page 311 for a list of common purposes).
2-91. The what is a task and is expressed in terms of action verbs. Commanders should use tactical
mission tasks, tactical enabling tasks, or other doctrinally approved tasks contained in doctrinal
publications in the mission statements. These tasks have specific military definitions that differ from
standard dictionary definitions (see table I-5 on page 307 for a list of tactical tasks).

Step 2.13. Present the Mission Analysis Briefing

2-92. A mission analysis briefing informs the commander of the results of the staff's situational analysis. It
helps the commander understand, visualize, and describe the operation. Throughout the mission analysis
briefing, the commander, staff, and other partners discuss the various facts and assumptions about the
situation. Staff officers present a summary of their running estimates from their specific functional area and
how their findings impact or are impacted by other areas. This helps the commander and staff as a whole
focus on the relationships among mission variables and develop a deeper understanding of the situation.
The commander issues guidance to the staff for continued planning based on situational understanding
gained from the mission analysis briefing.
2-93. Ideally, the commander holds several informal meetings with key staff members before the mission
analysis briefing, including meetings to assist the commander in developing CCIRs and the mission
statement. These meetings enable commanders to issue guidance for activities (such as information
collection, targeting, and protection) and develop their initial commander's intent and planning guidance.
2-94. A comprehensive mission analysis briefing helps the commander, staff, subordinates, and other
partners develop a shared understanding of the requirements for the upcoming operation. Time permitting,
the staff briefs the commander on their mission analysis using the following outline:
 Introduction.
 Agenda.
 Higher headquarter's two levels up mission and commander's intent.
 Higher headquarter's mission, commander's intent, and concept of operations.
 Commander's initial guidance review.
 Initial IPB products, including civil considerations that impact the conduct of operations.
 Specified, implied, and essential tasks.
 Pertinent facts and assumptions.
 Constraints.
 Forces available and resource shortfalls.
 Proposed problem statement for approval.
 Proposed mission statement for approval.
 Proposed commander's intent for approval or commander's intent issuance.
 Proposed CCIRs and EEFIs for planning and approval.
 Initial IC plan for approval.
 Initial risk to mission assessment.

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 Planning

 Proposed COA evaluation criteria for approval.

 Commander's planning guidance issuance.
 Timeline review.
2-95. During the mission analysis briefing or shortly thereafter, commanders approve the CCIRs, EEFIs,
IC plan, problem statement, mission statement, and COA evaluation criteria. They then develop and issue
their initial commander's intent and planning guidance.

Techniques. To enable an earlier understanding of the enemy, the staff can brief IPB separately from
the mission analysis brief. This technique allows commanders and staffs to achieve greater
understanding of an enemy before assessing themselves. Both briefs then require less time as well,
which allows for greater focus and understanding than one time-consuming brief.

Present information in a way that is best suited to improve a commander’s understanding (commanders
process information differently). For example, tasks, facts, assumptions, and constraints can be briefed
using two different methods:

Method 1. Each warfighting function briefs their tasks, facts, assumptions, and constraints.
Method 2. The staff briefs a consolidated (specified, implied, and essential) task list from all
warfighting functions and the XO or S3 highlights the most important tasks for a commander. Continue
the consolidated list briefings for facts, assumptions, and constraints.

Note. A mission analysis brief is a discussion between the staff and the commander.
Commanders should ask questions to gain understanding or provide their personal thoughts that
clarify or refine briefing products. The staff should encourage these questions and insights
because they lead to greater understanding. A commander and staff should leave the brief with
the same visualization of the problem at hand and what direction the commander wants to take in
solving the problem.

Step 2.14. Develop and Issue Initial Commander's Intent

2-96. Commander's intent is a clear and concise expression of the purpose of the operation and the desired
military end state that supports mission command, provides focus to the staff, and helps subordinate and
supporting commanders act to achieve the commander's desired results without further orders, even when
the operation does not unfold as planned (JP 3-0). It includes initial key tasks. In addition to the expanded
purpose of the operation and the desired end state, it includes initial key tasks.
2-97. The higher commander's intent provides the basis for unity of effort throughout the force. Each
commander's intent nests within the higher commander's intent. The commander's intent explains the
broader purpose of the operation beyond that of the mission statement. This explanation allows subordinate
commanders and Soldiers to gain insight into what is expected, what constraints apply, and most
importantly, why the mission is being conducted.
2-98. Based on their situational understanding, commanders summarize their visualization in their initial
commander's intent statement. The initial commander's intent links the operation's purpose with conditions
that define the desired end state. Commanders may change their intent statement as planning progresses
and more information becomes available. A commander's intent must be easy to remember and clearly
understood by leaders two echelons lower in the chain of command. The more concise a commander's
intent, the better it serves these purposes. Typically, a commander's intent statement is three to five
sentences long and contains a purpose, key tasks, and end state and is briefed at the end of a mission
analysis brief.

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Chapter 2

Note. At the brigade and below level, commanders write their own intent and usually provide it
to the staff after the mission analysis brief. In some cases, a commander, especially at higher
echelons where planners conduct multiple planning efforts simultaneously, needs the staff to
develop and present a draft commander's intent for commander approval or edit. If so, the draft
intent is included in the mission analysis brief.

Step 2.15. Develop and Issue Planning Guidance

2-99. Commanders provide planning guidance along with their initial commander's intent. Planning
guidance conveys the essence of the commander's visualization. Commander’s visualization is the mental
process of developing situational understanding, determining desired end state, and envisioning an
operational approach by which the force will achieve that end state (ADP 5-0). This guidance may be broad
or detailed, depending on the situation. The initial planning guidance outlines specific COAs the
commander desires the staff to review as well as voids any COAs the commander will not accept. This
clear guidance allows the staff to develop several COAs without wasting effort on things the commander
will not consider and reflects how the commander sees the operation unfolding. It broadly describes when,
where, and how the commander intends to employ combat power to accomplish the mission within the
higher commander's intent.
2-100. Commanders use their experience and judgement to add depth and clarity to their planning
guidance. They ensure staffs understand the broad outline of their visualization while allowing the latitude
necessary to explore different options. This guidance provides the basis for a detailed concept of operations
without dictating specifics of the final plan. As with their intent, commanders may modify planning
guidance based on staffs' and subordinates' input and changing conditions. Commanders typically issue
planning guidance at the end of a mission analysis brief.
2-101. Table 2-4 shows commander's planning guidance by warfighting function. This list is not all
inclusive and does not meet the needs of all situations; also, other methods exist for organizing guidance in
addition to warfighting functions. Commanders tailor planning guidance to meet specific needs based
on the situation rather than addressing each item. Each item does not always fit neatly into a particular
warfighting function, as it may be shared by more than one warfighting function. For example, although
rules of engagement fall under the protection warfighting function, each warfighting function chief has a
vested interest in gaining guidance on rules of engagement.

Technique. Use a commander’s guidance worksheet (see figures I-3 and I-4 on page 316) to facilitate
the planning process. This worksheet accomplishes several things. It helps commanders organize their
thoughts and ensures they do not forget any key guidance. It allows the staff to anticipate what to
expect from the commander before beginning the MDMP. Finally, a worksheet helps a commander
issue guidance, which they can easily forget in a time-constrained environment.

Note. If a unit employs Soldiers in a reconnaissance or security role, the commander issues
specific guidance to aid in their planning and execution. While this guidance is slightly different
for reconnaissance and security operations, the overall topics to cover are the same. This
guidance, at a minimum, covers: focus, tempo, and engagement and disengagement criteria (if
needed), both lethal and nonlethal (see paragraph C-2 for additional information on
reconnaissance and security guidance).

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Table 2-4. Commander's planning guidance by warfighting function

• Commander’s critical information requirements. • Liaison officer guidance.
Command and • Rules of engagement. • Planning and operational guidance timeline.
Control • CP positioning. • Type of order and rehearsal.
• Commander’s location. • Communications guidance.
• Succession of command • Civil affairs operations.
• Cyberspace electromagnetic considerations.
• Information collection guidance. • Most critical terrain and weather factors.
Intelligence

• Information gaps. • Critical local environment and civil

• Most likely and most dangerous enemy courses considerations
of action. • Intelligence requests for information.
• Priority intelligence requirements. • Intelligence focus during phased operations.
• Commander’s intent. • Reconnaissance and security.
• COA development guidance. • Friendly decision points.
Movement and Maneuver

• Number of courses of action to consider or not • Branches and sequels.

consider. • Information collection.
• Critical events. • Military deception.
• Task organization. • Risk acceptance.
• Task and purpose of subordinate units. • Collateral damage or civilian casualties.
• Forms of maneuver. • Any condition that affects achievement of end
• Reserve composition, mission, priorities, and state.
control measures. • Information operations.
• Passage of lines • Mobility/Countermobility
• Synchronization and focus of fires with • Task and purpose of fires.
maneuver. • Scheme of fires.
• Priority of fires. • Suppression of enemy air defenses.
• High priority targets. • Fire support coordination measures.
Fires

• Special munitions. • Attack guidance.

• Target acquisition zones. • Branches and sequels.
• Observer plan. • No strike list.
• Air and missile defense positioning. • Restricted target list.
• High-value targets.
• Protection priorities. • Vehicle and equipment safety or security
• Priorities for survivability assets. constraints.

• Terrain and weather factors. • Environmental considerations.

Protection

• Intelligence focus and limitations for security. • Unexploded ordnance.

• Acceptable risk. • Operations security risk tolerance.

• Protected targets and areas. • Rules of engagement.

• Anti-fratricide measures. • Escalation of force and nonlethal weapons.

• Personnel recovery. • Counterintelligence.

• Sustainment priorities—manning, fueling, fixing, • Construction and provision of facilities and

Sustainment

arming, moving the force, and sustaining installations.

Soldiers and systems. • Detainee movement.
• Health system support. • Anticipated requirements of Classes III, IV,
• Sustainment of detainee and resettlement and V.
operations. • Controlled supply rates.

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Chapter 2

Step 2.16. Develop Course of Action Evaluation Criteria

2-102. If staffs are developing more than one COA, they need to develop evaluation criteria. Evaluation
criteria are standards commanders and staffs later use to measure the relative effectiveness and efficiency
of one COA relative to another. Developing these criteria during mission analysis or as part of a
commander's planning guidance helps to eliminate a source of bias prior to COA analysis and comparison.
Evaluation criteria address factors that affect success and those that can cause failure. Criteria change from
mission to mission and must be clearly defined and understood by all staff members before starting analysis
to test the proposed COAs. Normally, the COS, XO, or planning team lead initially determines each
proposed criterion with weights (if needed) based on the assessment of its relative importance and the
commander's guidance. Commanders adjust criterion selection and weighting according to their own
experience and vision. Staffs present the proposed evaluation criteria to a commander for approval at the
mission analysis brief.
2-103. Well-defined evaluation criteria have five elements:
 Short title—the criterion name.
 Definition—a clear description of the feature being evaluated.
 Unit of measure—a standard element used to quantify the criterion. Examples of units of
measure are U.S. dollars, miles per gallon, and feet.
 Benchmark—a value that defines the desired state for a solution in terms of a particular criterion.
 Formula—an expression of how changes in the value of the criterion affect the desirability of the
possible solution. Planners state the formula in comparative terms (for example, less is better) or
absolute terms (for example, a night movement is better than a day movement).
2-104. Evaluation criteria must be measurable and easily and clearly defined. For example—
 Good evaluation criterion: mass-the number of tanks attacking at the decisive point.
 Bad evaluation criterion: mass-number of platoons (this criterion leaves unanswered when and
where regarding the platoons and whether non-maneuver platoons count).
Table 2-5 shows example evaluation criteria.
Table 2-5. Example evaluation criteria
Short Title Definition Unit of Measure Benchmark Formula
< 136 is an
Casualties taken
advantage, > 136
Casualties during the entire # of Casualties 136 Casualties
is a disadvantage,
operation
less is better
< 3 hours is a
How long will it
disadvantage, > 3
take for enemy
Tempo Hours 3 hours hours is an
forces to reach PL
advantage, longer
RED
is better
< 7 is an
# of task # of task
7 task organization advantage, > 7 is a
Complexity organization organization
changes disadvantage, less
changes required changes
is better

2-105. Benchmarks, prescribed by regulations or by guidance from the decision maker, are critical
standards for meaningful analysis. Decision makers judge a solution against a standard, thereby
determining whether that solution is good in an objective sense. This process differs from comparison,
where decision makers judge possible solutions against each other, determining whether a solution is better
or worse in a relative sense. Sometimes, a decision maker can infer a benchmark by the tangible return
expected from a problem's solution. Often, however, leaders establish benchmarks themselves. Four
common methods for establishing benchmarks are—
 Reasoning-based on personal experience and judgement regarding what is good.
 Historical precedent-based on relevant examples of prior success.

34 ATP 5-0.2-1 07 December 2020

 Planning

 Current example-based on an existing condition that is considered desirable.

 Averaging-based on the mathematical average of the solutions being considered. Averaging is
the least preferred of all methods because it essentially duplicates the process of comparison.
2-106. In practice, the criteria by which choices are made are almost never of equal importance. Because
of this, assigning weights to each evaluation criterion is often useful. Weighting criteria establishes the
relative importance of each one with respect to the others. Weighting should reflect the judgement of the
decision maker or acknowledged experts as closely as possible. For example, a decision maker or expert
might judge that two criteria are equal in importance, or that one criterion is slightly favored in importance,
or is moderately or strongly favored. If decision makers assign numerical values to these verbal
assessments, they can use mathematical techniques to produce meaningful weighted criteria.

Note. The problem statement is a good place to start to develop evaluation criteria. Other places
to look for ideas are any of the various lists—for example, principles of war, characteristics of
the offense, characteristics of the defense, principles of joint operations, and elements of
operational art. Evaluation criteria that show no difference do not help the decision maker. Good
evaluation criteria clearly identify costs and benefits between each COA—which is key—
thereby helping a commander weigh various COAs.

Step 2.17. Issue WARNORD #2

2-107. Following a mission analysis brief and after a commander provides planning guidance, staffs send
subordinate and supporting units a WARNORD. A WARNORD contains, at a minimum—
 Paragraph 1
 Key findings and results of IPB.
 Paragraph 2
 An approved mission statement.
 Paragraph 3
 Commander's intent.
 Specific priorities or tasks.
 Updated timeline.
 Required movements.
 Risk guidance.
 Military deception guidance, if needed.
 Paragraph 4
 TBD.
 Paragraph 5
 CCIRs and EEFIs.
 Annex A
 Changes to task organization.
 Annex B
 IPB results.
 Annex C
 Unit AO (sketch, overlay, or some other description).
 Annex L (Information collection).

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Chapter 2

Note. This WARNORD is traditionally known as WARNORD #2. It does not have to be the
second WARNORD published, but Soldiers might use the term.

Do not wait until after the brief to put together this WARNORD. To save time, a staff member
must be assigned to compile it. Publish as soon as possible after the mission analysis brief.

For Soldiers conducting reconnaissance and security operations, this WARNORD serves as their
OPORD. They will begin conducting operations soon after WARNORD #2 is issued and well
before the remainder of the unit.

STEP 3. COA DEVELOPMENT

2-108. A COA is a broad potential solution to an identified problem. The staff, with guidance from the
commander, develops valid COA(s) to provide visual representation of the COA(s), synchronize the
warfighting functions, and meet the commander's guidance. Valid COAs are COAs that meet the screening
criteria-feasible, acceptable, suitable, distinguishable, and complete. The COA begins conceptually, but by
the end of COA development, the COA starts to develop details necessary for subordinates to take action.
Figure 2-4 depicts the purpose, inputs, processes, and outputs of COA development.

Figure 2-4. The MDMP Step 3. COA development overview

2-109. In COA development, commanders and staffs must appreciate the unpredictable, uncertain, and
ambiguous nature of an operational environment. Staffs tend to focus on particular COAs for specific sets
of circumstances, but flexible COAs that provide the greatest options for a wide range of circumstances are
best.
2-110. Commanders and staffs should focus on known variables, which often provide sufficient guidance,
to analyze COAs that provide flexible options to a commander during execution. Clearly identifying which
variables a unit can control, which are outside of its control, and the implications of each is important. Even
with few facts available, reducing key issues to either an ability to do "X" or an inability to do "X" is a
starting point. Such a reduction is preferred over trying to derive a wide range of possibilities. Additionally,
seeing facts as generating flexibility rather than constraining flexibility is more productive. Staffs work to
confirm or deny assumptions before developing options. Staffs must also determine risks associated with

36 ATP 5-0.2-1 07 December 2020

 Planning

various COAs. A commander's direct involvement in COA development greatly aids in producing
comprehensive and flexible COAs within the time available.

Technique. For problems that are unfamiliar or ambiguous, ADM assists commanders and staff to
better understand the nature of the problem and affords them a level of comfort necessary to effectively
advance through COA development. Commanders and staffs that are comfortable with ambiguity will
often find the ADM provides flexibility in developing COAs that contain multiple options for dealing
with changing circumstances.

2-111. As an example, a commander may know with reasonable certainty that an enemy force is
positioned on the outskirts of a town. The commander may not be certain of the exact size of the enemy
force, all the resources available to the enemy force, or actions the enemy may take over time. Such
unknowns are a reality in an ambiguous operational environment. However, by focusing on the known
information, such as the position of the enemy at a point in time, staffs can develop COAs that provide
maximum flexibility for the commander. Known information can also apply to friendly actions, such as an
established time for crossing a line of departure or transition to a subsequent phase of an operation. As
additional information on the enemy, as well as friendly forces, becomes available, COAs should allow for
variances in timelines and resources. Staffs identify risks associated with both friendly and enemy actions;
who is accepting the risks; and what resources to allocate against risks.
2-112. To provide a commander with additional time before making a decision, COA development should
also identify DPs, the authority responsible for making the decision, and what measures to take. Capture
this information in a decision support template (DST) and DSM (see table 2-16 on page 49 for an example).
Good COAs provide commanders with options based on anticipated and unanticipated changes in the
situation. Staffs should highlight options that may be critical to mission success, identify when options may
no longer be viable, and work to keep options open as long as possible. In all cases, staffs provide
commanders with options that are flexible, while clearly identifying risks associated with each option.
Staffs also assess how each option may affect the options of commanders at higher echelons.
2-113. The unpredictable and uncertain nature of an operational environment should not result in paralysis
or hesitancy in military operations. By focusing COA development around known information, staffs can
develop COAs that provide maximum flexibility and are viable options in the execution of military
operations.
2-114. A COA does not substitute for an OPORD, which provides the necessary details to conduct
operations. In a worst-case scenario, a COA is something that subordinate units could use to execute the
mission. Table 2-6 on page 38 details the steps and substeps of COA development. A common pneumonic
to remember these steps is "AGARAP."

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Chapter 2

Table 2-6. Steps and substeps of COA development

Steps of COA
Substeps of COA development
development
Step 3.1 Evaluate
Add current
Add higher Add threat combat power
Assess Begin sketch
graphics
Draw terrain
COA
friendly
and
situation situation
effectiveness
Determine Determine Determine
Step 3.2 purpose, the shaping form of Add graphic
Determine Determine
then tasks, purpose, maneuver to control
Generate focus (enemy
of the then tasks,
sustainment
connect the measures as
options or terrain) feasibility
decisive of shaping COA required
operation operations together
Allocate
Refine Work Refine Determine
combat Add graphic
Apply screening criteria

combat backwards sequence, sustainment

Step 3.3 power at control
power and assign phase, actions to
Array forces analysis for
the
forces to ME/SE as support
measures as
decisive required
each action other efforts required COA
operation
Determine
Determine Determine Determine Add graphic Identify
command and
Step 3.4 Refine intelligence fire actions protection control potential
control
concept actions to to support actions to
actions to
measures decision
support COA COA support COA as required points
support COA
Add final
Step 3.5 Assign Assign graphic
headquarters headquarters control
measures
Step 3.6
Prepare sketch Make sketch Create
and create presentable statement
statement
Step 3.7
Conduct brief
and select COA

Step 3.1. Assess the Situation

2-115. Several variables can stand between a unit and mission accomplishment, such as enemy forces,
restrictive terrain, or unit limitations. The best way for visualizing the interaction of these variables is to
create a sketch. A sketch may be on any medium, and what it portrays is more important than its form. The
sketch can be on a white board, command post of the future (CPOF), PowerPoint slide, overlay on a map,
chalk on the side of a vehicle, or any combination. For example, project a PowerPoint slide on a wall to
show the terrain and lay acetate on the projection. Planners can then sketch the COA on the acetate which
can be quickly copied and distributed to subordinates. Table 2-7 shows substeps for assessing a situation.

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Table 2-7. Substeps of Step 3.1, Assess the situation

Substeps of assess the situation
Step 3.1 Begin Add higher Draw Add threat Add current Evaluate combat
Assess the sketch graphics terrain COA friendly situation power or
situation effectiveness

Technique. Use the same format for the COA brief and COA sketch. This saves time because
reproducing it in a different format is not required. Ideally, this format is easy to send out to
subordinates once COA analysis is complete. Another technique uses the terrain on and off feature of
CPOF to provide clarity. If done properly, the graphic control measures are then prepared for
immediate digital distribution.

Note. Always choose a format that is easy to change. As planners develop and sketch ideas, task
organizations and effects constantly change. The inability to completely erase or remove
elements hinders a planner's ability to clearly and accurately present their concept.

2-116. With a medium chosen, staffs first determine what area the sketch is to cover (for example, AO,
area of influence (AI), or area of interest (AOI)). This decision determines the boundaries of the sketch. A
method for determining how much terrain to cover with the sketch is to define where action is taking place.
Include actions outside the AO that affect the COA in the sketch. Some outside actions will not be
identified until after beginning; therefore, make a best guess. At a minimum, include unit boundaries.

Note. The key to a good sketch is to have enough room to clearly and accurately show what
actions a unit will conduct in their assigned AO. If the scale is too large, clarity is lost.

2-117. The next substep in assessing the situation is to draw terrain. The sketch should show enough
physical terrain to show the reader where activity is taking place. Consider including a rough scale so the
reader can make time and distance inferences from the sketch. Use caution if the background is a map,
because the sketch can look cluttered quickly. Ensure terrain with identifying features such as non-fordable
rivers, valleys, natural choke points, restricted terrain, major roads, urban centers, or bridges are
highlighted.
2-118. Next, add other key higher graphics to the sketch. This includes, but is not limited to, phase lines,
objectives, support areas, the fire support coordination line (FSCL), and the coordinated fire line (CFL).

Technique. If possible, add key graphics of adjacent units as this will likely show how your unit’s
operation relates to other units’ operations and where deconfliction may be required.

2-119. The next substep in assessing the situation is adding to the sketch the threat COA being planned
against. The threat must be represented two levels lower than the unit. For example, for a brigade, the threat
is represented down to the company level. Depicting specific equipment or capabilities—such as radars or
air defense artillery (ADA), which often become HVTs—might be required. If the threat is moving, the
sketch should indicate the direction of travel. Include any known or suspected obstacles and any neutral
organization or populations that could influence planning. COA teams receive this information as output
from the IPB process.
2-120. The next substep in assessing the situation is to identify the current friendly situation. This helps in
understanding the starting point for the operation and shows the challenges the unit faces in accomplishing
the mission. Friendly forces should be shown using task organization graphics (see table 2-8 on page 40).

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Table 2-8. Task organization symbols

Function Symbol Function Symbol

Air assault infantry Attack helicopter

Airborne infantry Combined arms

Air defense Engineer

Air reconnaissance (cavalry) Field artillery

Antitank Infantry

Armored reconnaissance (cavalry) Mechanized infantry Note. This

Note. This reconnaissance (cavalry) infantry unit is both armored and
unit is both armored and tracked. tracked.

Armor Medium infantry (Stryker)

Assault or lift helicopter Mountain infantry

Reconnaissance (cavalry or
scout)

Technique: Because a combined arms battalion can be either infantry heavy or armor heavy, a means
to differentiate between them is needed. To indicate which type of CAB it is, write the type of unit
above the symbol (see table 2-9).
Table 2-9. Example type unit and symbol combination
Unit Symbol
AR
Armor “heavy” combined arms battalion

IN
Infantry “heavy” combined arms battalion

2-121. Lastly, with the initial sketch developed, the staff can conduct an initial evaluation of relative
combat power. Combat power is the total means of destructive, constructive, and information capabilities
that a military unit or formation can apply at a given time (ADP 3-0). It combines the elements of
intelligence, movement and maneuver, fires, sustainment, protection, command and control, information,
and leadership. The goal is to generate overwhelming combat power to accomplish the mission at minimal
cost.
2-122. To assess relative combat power, planners estimate maneuver unit force ratios two levels below
their echelon. Planners then compare friendly strengths against enemy weaknesses and vice versa for each
element of combat power. From these comparisons, planners may deduce particular vulnerabilities for each
force that might be exploited or need protection. These comparisons provide planners with insight into
employing forces effectively.
2-123. Assessing relative combat power is difficult; it requires applying both military art and science.
Relative combat power analysis evaluates tangible factors (such as equipment, weapon systems, and units)
and intangible factors (such as morale and training levels). It also considers the factors of mission, enemy,
terrain and weather, troops and support available, time available, and civil considerations (METT-TC) that
directly or indirectly affect the potential outcome of operations. Although relative combat power analysis
uses some numerical relationships, assessing relative combat power is not only a mathematical correlation

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 Planning

of forces and means; it is an estimate that incorporates both objective and subjective factors. Comparing the
significant strengths and weaknesses of each force in terms of combat power gives planners insight into—
 Friendly capabilities that pertain to the operation.
 Types of operations possible from both friendly and enemy perspectives.
 How and where the enemy may be vulnerable.
 How and where friendly forces are vulnerable.
 Additional resources needed to execute the mission.
 How to allocate existing resources.

Technique. A relative combat power assessment identifies exploitable enemy weaknesses, identifies
unprotected friendly weaknesses, and determines the combat power necessary to conduct decisive
action tasks. This assessment provides insight into options available and identifies resource shortfalls.
In such operations, the elements of maneuver, fires, leadership, and information may dominate.
Figure 2-5 shows an initial way of comparing combat power using the elements of combat power.

Elements of combat Advantage So

Friendly Enemy
power Friendly Threat what?
Strength:
Intelligence
Weakness:
Movement Strength:
and
maneuver Weakness:
Strength:
Fires
Weakness:
Strength:
Protection
Weakness:
Strength:
Sustainment
Weakness:
Command Strength:
and Control Weakness:
Strength:
Leadership
Weakness:
Strength:
Information
Weakness:

Figure 2-5. Example relative combat power assessment

Step 3.2. Generate Options

2-124. Based on the commander's initial guidance and initial results of the relative combat power
assessment, the staff generates options. The commander, COS, XO, or planning lead can direct the number
and types of COAs to develop. If time is constrained, the commander's guidance may limit the number of
options or direct options to the planners. In an unconstrained environment, planners strive to develop
several possible COAs. For the remainder of the discussion of this step, assume the commander asked for
the development of multiple COAs (see table 2-10 on page 42 for substeps to Step 3.2, generate options).

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Table 2-10. Substeps of Step 3.2., Generate options

Substeps of generate options
Determine the
Determine Determine Add
Determine shaping
Step 3.2, purpose, then Determine form of graphic
focus purpose, then
Generate tasks, of the sustainment maneuver to control
(enemy or tasks, of
options decisive feasibility connect the measures
terrain) shaping
operation COA together as required
operations

Technique. If vague guidance is given, a way to quickly generate options is to make a list of all the
offensive or defensive tasks, forms of maneuver, and forms of defense. Then based on terrain, enemy
forces, and friendly forces available, determine which tasks can be accomplished. This can be the
starting point for creating different COAs.

Note. When developing more than one COA, the staff has two organizational options. With the
first option, the staff forms separate teams and each team works on a different COA. Multiple
COAs are produced more quickly with this option. The disadvantage is that each COA team has
various levels of expertise and experience and members of each COA team are unaware of what
the other teams are doing.

Alternatively, the entire staff can work together on each COA. With this option, subject matter
experts and staff that are aware of every COA are available to develop the COAs. However, this
can be a much more time-consuming process.

2-125. A good COA positions the force for sequels and provides flexibility in meeting unanticipated
events during execution. It also provides subordinates maximum latitude for disciplined initiative. Each
option follows the same procedures for developing into a COA.
2-126. The commander's intent helps determine whether the force is terrain or enemy focused. The focus
helps determine which is more important, but does not exclude the other. For example, if the enemy
element located on the objective suddenly moves away, an enemy focused force would follow the enemy,
whereas, a terrain-focused force would take action on the objective area.
2-127. Focusing on the terrain or enemy helps clarify the decisive operation (DO). The decisive operation
is the operation that directly accomplishes the mission (ADP 3-0). This task and purpose is usually the
mission statement for a unit. Once the DO is identified, the staff ensures the purpose of the DO matches the
purpose of its higher headquarters and the appropriate planning graphic is placed on the sketch. The DO
may have more than one unit with the same mission and purpose; it is the operation that is decisive, not
the unit.
2-128. With the DO identified, planners now determine shaping operations (SO). A shaping operation is
an operation at any echelon that creates and preserves conditions for success of the decisive operation
through effects on the enemy, other actors, and the terrain (ADP 3-0). Shaping operations occur before,
during, and even after the DO and usually set the conditions for DO success. Shaping operations set
conditions for DO success, and once the DO is complete, shaping operations set conditions for the next
phase or operation. List the purpose of each SO against an enemy, piece of terrain, or other actor. With the
purposes listed out, identify the appropriate task and place the appropriate planning graphic for that task on
the sketch.

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 Planning

Technique. A way to abbreviate decisive operation and shaping operation is DO and SO, respectively.
To quickly designate a unit as the decisive operation, planners can write it next to the unit name (for
example: 4-23 IN (DO)) in both the concept of operations and tasks to subordinate unit section of the
COA statement and eventually the OPORD. Planners can do the same for shaping operations. Multiple
shaping operations can be differentiated by their priority. For example, the second priority shaping
operation is listed as SO2.

2-129. After attributing tasks and purposes, the COA team sequences separate effects together to ensure
the DO is successful. To help with this, the COA team picks a form of maneuver (if one was not directed in
the planning guidance) and determines if a requirement exists to phase the operation. A phase is a planning
and execution tool used to divide an operation in duration or activity (ADP 3-0). A phase typically only
occurs when there is a change in mission, task organization, priority of support, or rules of engagement.
Evaluating the conditions required for a successful DO and planning backwards ensures the right
conditions are in place for the DO.
2-130. Offensive tasks, defensive tasks, forms of maneuver, and forms of defense provide linkage on
what order various actions should be processed for the DO to be successful. This knowledge enables the
refining and placing of additional graphic control measures on the sketch. Placing graphic control measures
can be done as soon as a need is identified. For example, an objective is immediately placed on the sketch
to help orient the force once the DO's task and purpose is identified. Chapter 8 of ADP 1-02 includes
additional information on control measures.

Step 3.3. Array Forces

2-131. The next step is to array friendly forces. When arraying forces, planners first create a pool of all
available units two levels below their echelon. Planners also may want to include key equipment or
capabilities (for example ADA systems or bridging assets) in the pool. Planners array friendly forces for
two reasons. First, this allows planners to see exactly how much combat power is available. Second, it
helps planners remember to use all available units and capabilities in COA development. Table 2-11 shows
substeps for array forces.
Table 2-11. Substeps of Step 3.3, Array forces
Substeps of array forces
Refine combat Allocate Work Refine Determine Add
power analysis combat backwards sequence, sustainment graphic
Step 3.3, for each action power at the and assign phase, ME, actions to control
Array forces decisive forces to and SE as support measures
operation other efforts required COA as
required

Technique. When placing forces in the availability pool, use an icon that has to be physically moved,
such as a Post-It note. This technique is preferable to drawing icons in the pool, erasing them, and then
placing them on a sketch. The first array of forces is never the final array, and corrections will need to be
made on the sketch. Using an icon prevents erasing on the sketch multiple times. Once the array of forces
is set, a planner can neatly transfer the final set to the sketch. Showing forces as an icon also ensures all
units are used, and none are forgotten, because accidental erasure, or forgetting to add a unit to a sketch,
can otherwise easily occur.

2-132. With friendly forces identified, planners assign combat power against the DO. This is
accomplished by taking the most appropriate movement and maneuver forces out of the pool and placing
them on the sketch near the task and the threat forces they will engage. Once the forces required to
accomplish a DO are assigned, perform the same process with each shaping effort in order of priority. Once
complete, planners use excess forces in the pool to either improve the combat ratios of the DO and the
various SOs or establish a reserve.

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Chapter 2

Note. COA development focuses mainly on the movement and maneuver warfighting function
with the other war fighting functions supporting.

2-133. Calculate a correlation of forces and means (COFM) at each location where friendly forces affect
the threat. Base COFMs on minimum historical planning ratios. For example, defenders have over a 51%
probability of defeating an attacking force approximately three times their equivalent strength. Therefore,
as a starting point, commanders should defend with at least a 1:3 force ratio (see table 2-12 for historical
minimum planning ratios).
Table 2-12. Historical minimum planning ratios
FM 6-0, FM 3-90-1
Friendly Mission Friendly : Enemy
Hasty defend 1 : 2.5
Deliberate defend 1:3
Hasty attack 2.5 : 1
Deliberate attack 3:1
Delay 1:6
Counterattack 1:1
Penetration (lead element) 18 : 1

2-134. Combat power comparisons are subjective at best. Arraying forces is complex, inexact work
affected by factors that are difficult to gauge, such as—
 Impact of past engagements.
 Quality of leaders.
 Morale.
 Maintenance of equipment.
 Time in position.
2-135. Planners determine whether these factors, along with other lethal and non-lethal effects, increase
the relative combat power of the unit assigned the task to the point that it exceeds the historical planning
ratio for that task. If not, planners determine how to either increase friendly unit combat power or decrease
enemy combat power.
2-136. If planners are still not able to reach historical planning ratios, the staff determine if the COA is
feasible. To ensure feasibility, the staff needs to either request additional resources from higher echelons;
determine if the commander is willing to accept risk in low priority SOs; or, if applicable, execute tasks
sequentially rather than simultaneously. These options might create or modify phases or changes to the
main and supporting effort(s).
2-137. Once all combat power has been allocated and arrayed in the AO, planners determine the
sustaining operations required to ensure the operation is successful and still feasible. Upon completion,
planners place any required graphic control measures on the sketch.
2-138. Continually check screening criteria throughout COA development. After confirming
sustaining operations requirements, do a final check on whether the COA meets screening criteria. If not,
change or eliminate the COA.
2-139. Leaders use screening criteria to ensure COAs considered can solve the problem. Screening
criteria define the limits of an acceptable COA. They are tools to establish baseline products for analysis.
Leaders may reject a COA based solely on the application of screening criteria. Leaders commonly ask five
questions as screening criteria to test a possible COA:
 Is it feasible? Can it be accomplished within available resources?
 Is it acceptable? Is it worth the cost or risk?

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 Is it suitable? Does it solve the problem and is it legal and ethical?

 Is it distinguishable? Does it differ significantly from other solutions?
 Is it complete? Does it contain the critical aspects of solving the problem from start to finish?
A useful pneumonic to remember these criteria is "FAS-DC".

Step 3.4. Refine the Concept

2-140. With the initial actions for a COA now feasible and complete, consider all warfighting functions to
ensure unity of action required to achieve mission success. When developing a COA, the movement and
maneuver warfighting function is typically the dominate aspect of the COA. The other warfighting
functions support movement and maneuver to ensure feasibility. Part of this process is drawing graphic
control measures on the sketch to enhance understanding of the COA. Be careful not to clutter the sketch to
the point where clarity is reduced. Table 2-13 shows substeps for Step 3.4, refine the concept.
Table 2-13. Substeps for Step 3.4, Refine the concept
Substeps of refine the concept
Determine Determine
Determine Determine Add graphic Identify
Step 3.4, intelligence protection
fire actions command and control potential
refine the actions to actions to
to support control actions to measures decision
concept support support
COA support COA as required points
COA COA

Note. Placing all relevant information on a sketch while ensuring the COA remains clear and
understandable creates constant tension. A good method for resolving this is to place on a sketch
only graphic control measures that will be referenced in the COA statement.

2-141. Once all warfighting functions have refined the COA, the staff can identify potential decisions and
capture those on a DSM and DST (see paragraphs 2-148 through 2-155 for more detail on DST and DSM).
The staff does not have to wait until this substep to capture decisions because decisions can be identified
throughout the process. However, this substep provides an additional opportunity to conduct a quick review
and ensure all decisions are identified and captured.

Step 3.5. Assign Headquarters

2-142. After refining a concept, planners create a task organization by assigning headquarters to
groupings of forces. They consider the types of units to be assigned to a headquarters and the ability of that
headquarters to control those units. Generally, a headquarters controls two to five subordinate maneuver
units for large-scale combat operations (LSCO). If planners need additional headquarters, create a task
force headquarters and create options for the commander to approve on how to fill that command and
control element. Task organization takes into account an entire operational organization. It also accounts
for special command requirements for operations, such as a passage of lines or an air assault. Ensure all
available headquarters are accounted for in this substep. Table 2-14 shows substeps for Step 3.5, Assign
headquarters.
Table 2-14. Substeps of Step 3.5, Assign headquarters
Substeps of assign headquarters
Add final graphic control
Step 3.5, Assign headquarters Assign headquarters
measures

2-143. Add final graphic control measures (usually boundaries) once headquarters are assigned. Ensure all
required graphic control measures are on the sketch as a final check.

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Step 3.6. Prepare Statement and Sketch

2-144. The staff prepares the sketches for presentation along with a COA statement for each COA. A
COA statement clearly portrays how the organization will accomplish the mission and briefly expresses
how the organization will conduct the combined arms concept. The sketch provides a picture of the
movement and maneuver aspects of the concept, including the positioning of forces. Together, the
statement and sketch cover the who (generic task organization), what (tasks), when, where, and why
(purpose) for each subordinate unit. Link all elements together in a coherent narrative, showing the
relationship between actions. Conciseness is a goal for both products, but each must be clear and accurately
convey the concept developed. Table 2-15 shows the substeps for Step 3.6, Prepare sketch and create
statement.
Table 2-15. Substeps of Step 3.6, Prepare sketch and create statement
Substeps of prepare sketch and create statement
Step 3.6, Prepare sketch and create statement Make sketch presentable Create statement

2-145. A finalized COA sketch includes the array of generic forces and control measures, such as—
 The unit and subordinate unit boundaries.
 Known or suspected enemy locations.
 Population concentrations.
 The line of departure or line of contact and phase lines, if used.
 Ground and air axes of advance.
 Assembly areas, battle positions, strong points, EAs, and objectives.
 Obstacle control measures and tactical mission graphics.
 Fire support coordination and airspace coordinating measures.
 Main effort.
 Location of CPs and critical communications nodes.
2-146. A finalized COA statement is typically formatted as follows:
 Mission.
 Commander's intent.
 Concept of operations.
 Operational framework.
 Phases and transitions.
 Scheme of maneuver.
 Tasks to subordinate units.
 Information collection priorities.
 Concept of fires.
 Concept of protection.
 Concept of sustainment.
 Task and purpose of subordinate units, including the reserve.
 Concept of command and control.
 Operational risk with potential mitigation.

Step 3.7. Conduct Brief and Select a COA

2-147. After developing COAs, the staff briefs them to the commander. A collaborative session might
facilitate subordinate planning. A COA briefing includes—
 Introduction.
 Agenda.
 Updated IPB, facts, assumptions (if there are significant changes).

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 Staffs' responses to commander's requests for information.

 Quick review of—
 Approved problem statement and mission statement.
 Commander's and higher commander's intents.
 Threat COA.
 Deductions resulting from the relative combat power analysis.
 For each COA statement and sketch, brief the following—
 Assumptions used.
 Task organization.
 Concept of operations briefed either chronologically or using the
decisive-shaping-sustaining framework.
 Scheme of maneuver.
 Concept of intelligence.
 Concept of fires.
 Concept of protection.
 Concept of sustainment.
 Concept of command and control.
 Risk.
 Refined COA evaluation criteria.
 Commander's comments, decisions, or guidance.

Decision Support Template and Matrix

2-148. This section is derived from ATP 6-0.5 and FM 6-0.
2-149. Several decision support tools assist the commander and staff during execution. Among the most
important are the DST and DSM. Both the DST and DSM assist the commander and staff in determining
execution decisions the commander must make. During planning, the staff develops a DST and DSM for
each COA. Once the commander selects a COA, the selected DST and DSM are refined and then
published. The commander and the current operations integrating cell use these tools to control operations
and anticipate decisions.
2-150. 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). The location of DPs depends on the
availability and response time of friendly forces and the anticipated activity, capabilities, and movement
rates of enemy and friendly forces. Execution decisions, normally tied to a DP, implement a planned action
under circumstances anticipated in the order.
2-151. A decision support template is a combined intelligence and operations graphic based on the results
of wargaming that depicts decision points, timelines associated with movement of forces and the flow of
the operation, and other key items of information required to execute a specific friendly course of action.
Also called DST (JP 2-01.3). A DST graphically represents DPs (by a star) and projected situations. It also
indicates when, where, and under what conditions a decision is most likely required to initiate a specific
activity or event. A DST may contain time phase lines, NAIs, targeted areas of interest (TAIs), and DPs.
2-152. A decision support matrix is a written record of a war-gamed course of action that describes
decision points and associated actions at those decision points (ADP 5-0). A DSM lists DPs, locations of
DPs, evaluation criteria at DPs, actions that occur at DPs, and units responsible for acting on the DPs. It
also lists units responsible for observing and reporting information affecting the criteria for decisions (see
table 2-16 on page 49 for an example of a DSM).
2-153. During COA development, planners note where the commander needs to make key decisions
concerning the COA. A key decision is different from all the normal decisions that subordinates and staffs
make as part of executing a plan. Key decisions are decisions that only a commander can make based on

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risk, allocation of forces, or commander guidance. Examples of key decisions include, but are not limited
to, the following:
 Commitment of the reserve.
 Task organization changes.
 Change of unit boundary.
 Transition between phases.
 Execution of a branch or sequel.
 Change of mission.
 Change of concept of operations.
 Transitions between forms of maneuver.
 Transitions between forms of decisive action.
 Commitment of limited capabilities.
 Execution of a high-risk operation.
 Commitment of irreplaceable resources.
 Any decision a commander directs in guidance.
2-154. Once a decision by a commander is determined to be necessary, planners develop criteria for the
decision to take place. These criteria consist of both friendly and enemy conditions. To determine these
criteria, staff members are assigned CCIR in order to gather relevant information; PIR to determine enemy
conditions; and FFIR to determine friendly conditions required to make key decisions. Once a decision, and
conditions required for the decision are determined, staffs decide an action to take with those conditions.
Staffs develop one action per decision.
2-155. Commanders develop CCIRs for two reasons. CCIRs developed during mission analysis focus on
information the commander needs to enable planning. Once the commander selects a COA, CCIRs are
adjusted to collect information the commander needs to make decisions during the preparation and
execution portion of the operation.

Technique: There might be a time delay between reaching a decision and executing the movement of
friendly assets. This delay is represented on the DST by a diamond-shaped execution point with a
decision number inside. The movement and maneuver and intelligence warfighting functions work
together in identifying decision points that support the overall concept.

Sufficient time must be available between the decision point and its associated NAI or TAI to
synchronize friendly actions before the adversary reaches the engagement area. Specifically, the
distance between a decision point and its engagement area must allow for collecting, processing, and
disseminating intelligence to the commander and moving friendly forces to engage the enemy.

Note. Planners can list all the decisions a commander must make during the operation in a single
DSM and only show the ones that could potentially happen, or they could have a separate DSM
for each phase. Table 2-16 shows an example DSM.

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Table 2-16. Decision support matrix example

Decision support matrix for operation XXX, COA 2
Decision Decision. Condition. CCIR #. NAI #. Action.
Point What The CCIR(s) that, when met, What What The action is the
(DP) # decision require the decision to be made. CCIR(s) NAI(s) response to the
must be IF the enemy does . . . are are criteria once the
made? linked to linked decision has been
AND my forces are . . . the DP? to the made.
DP? THEN we . . .
Commit If the enemy penetrates PL 201,
Commit the reserve
1 the BLACK and 1st Battalion is at 2 202,
to 1st Battalion’s AO
reserve 60% combat power 203
1st and 2nd Battalion
go into a hasty
Transition 301,
If greater than a reinforced CO of defense until DIV
2 to the 3 302,
enemy forces on OBJ DALLAS Attack AVN sets
defense 303
conditions for the
attack
If OBJ DALLAS is at less than a
CO strength and CAV SQDN is
Initiate prepared to screen along PL 304, 1st and 2nd Battalion
3 5
the attack GREEN, 1st and 2nd battalion 205 begin their attack
are in their AAs and FA BN is
established in PAA #2

Step 3.8. Select or Modify Courses of Action for Continued Analysis

2-156. At the end of a COA briefing or after a short break, the commander selects or modifies COAs for
continued analysis and issues COA analysis guidance. This guidance tells the staff what the commander
wants them to focus on during COA analysis. If the commander rejects all COAs, the staff begins again. If
the commander accepts one or more of the COAs, staff members begin COA analysis. The commander
may create a new COA by incorporating elements of one or more COAs developed by the staff. The staff
incorporates those modifications, resynchronizes the new COA, and ensures all staff members understand
the changed COA. The staff then analyzes the new COA.

STEP 4. COA ANALYSIS

2-157. The staff, with guidance from the commander, analyzes COA(s) to synchronize combat power and
resources, identify and mitigate risk, exploit opportunities, reduce friction, and ultimately develop and
improve the COA. The staff also attempts to identify probable consequences for each COA, which helps
them think through the tentative plan and add much needed details to a concept. COA analysis may require
commanders and staffs to reevaluate parts of a COA as discrepancies arise. The analysis appraises the
quality of each COA and uncovers potential execution problems, decisions, and contingencies, which
ultimately improve each COA. Additionally, COA analysis influences how commanders and staffs
understand a problem. Sometimes, their increased understanding requires a restart of the planning process.
Figure 2-6 on page 50 depicts the purpose, inputs, processes, and outputs of COA analysis.

07 December 2020 ATP 5-0.2-1 49

Chapter 2

Figure 2-6. The MDMP Step 4. COA analysis overview

2-158. COA analysis attempts to visualize the flow of the operation, given the force's strengths and
dispositions, the enemy's capabilities, terrain, and possible COAs. The simplest form of COA analysis is a
few key leaders talking through the operation, deconflicting potential friction points, and identifying the
required level of control to ensure mission success. The most sophisticated form of COA analysis is
computer-aided modeling and simulation. The forms have different time requirements and produce a
different level of results.
2-159. COA analysis should result in refined COAs, a DST, and a DSM for each COA. COA analysis
also results in a completed COA analysis synchronization matrix. A COA analysis synchronization matrix
is different from an operational synchronization matrix. A COA analysis synchronization matrix records
the results of COA analysis, and depicts the synchronization of friendly forces for each COA in time,
space, and purpose in relation to an enemy COA and terrain (see figure 2-10 on page 56 for an example
COA analysis synchronization matrix). COA analysis allows the staff to synchronize the warfighting
functions for each COA. It also helps the commander and staff to—
 Determine how to maximize the effects of combat power while protecting friendly forces and
minimizing collateral damage.
 Further develop a shared understanding of the operation.
 Anticipate operational events and decisions.
 Refine conditions and resources required for success.
 Refine when and where to apply force capabilities.
 Identify coordination needed to produce synchronized results.
2-160. COA analysis has four main steps with several substeps. The four steps are:
 Issue guidance.
 Gather tools.
 Execute.
 Conduct a COA analysis brief (optional).

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Step 4.1. Issue Guidance

2-161. Whoever is in charge of COA analysis, whether it is a COS, XO, or a lead planner, must provide
specific initial guidance to the staff so they can gather proper tools. The most important guidance a leader
develops is a time estimate for COA analysis. Time is a limited resource and constrains planning processes.
If only 3 hours are available for COA analysis, war gaming three different COAs, each with multiple turns,
is ineffective. A leader first determines what technique-key leader discussion, war game, or computer
simulation-to use for COA analysis. If the leader wants to war game, the leader first needs to figure out
how many turns (action-reaction-counteraction) the staff can run. A reasonable planning factor for a
moderately trained staff is 30-45 minutes for describing an initial set (starting point in time and space), 30-
45 minutes for the first turn, and 30 minutes for each additional turn. As staff experience grows, these times
can decrease or even increase, depending on the complexity of each turn. Before COA analysis begins, the
staff needs a clearly delineated schedule to know where to focus their efforts. A leader decides if the
technique chosen is accomplishing the goal of COA analysis in the allocated time.
2-162. With the time constraint understood, the leader can then issue the following guidance to the staff:
 Technique used to conduct COA analysis-full staff, key leaders only, war game (analog or
digital), or simulation.
 Number of COAs to analyze.
 Objective of the analysis-whether to synchronize actions of the decisive point, DO, critical
event, DP, phase of the operation, or the entire operation.
 Type of visual representation-whiteboard, map, CPOF, terrain model, or other.
 Staff members responsible for creating the visual representation.
 Method-box, belt, avenue-in-depth (see COA analysis methods beginning in paragraph 2-163).
 Recording technique-synchronization matrix or sketch note (see figure 2-10 on page 56 for an
example synchronization matrix and table 2-18 on page 57 for an example sketch note).
 Units or capabilities that will be listed.
 Participant's roles and responsibilities.
 Initial set.
 COA and COA analysis-specific assumptions.
 If war gaming, the time period each turn covers.
 Anything else the staff needs to focus on, or prepare, for the analysis.

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Chapter 2

Techniques: If war gaming, the time period the war-gaming turn covers depends on unit echelon, level
of detail required, time available, and staff experience. A rule of thumb for turn lengths is: 4–6 hours
for a battalion, 6–8 hours for a brigade, 8–24 hours for a division, and 12–48 hours for a corps.

To maintain focus and brevity during a war-gaming turn, an effective briefing format is task-purpose-
actions-orders-reports. This format applies to both friendly and enemy forces. Most units, after the first
turn, will probably state “no change to task and purpose” and only describe the actions, orders, and
reports they will do during the turn (see table 2-17 for definitions and examples of the format).
Table 2-17. Example war gaming briefing format
Term Definition Example
“What” the unit is to do using approved
Task Destroy enemy armor unit
doctrinal tasks
Purpose “Why” the unit is conducting the task Prevent enemy penetration of PL GREEN
“How” the unit will actually accomplish We will move along AXIS IRON, in the
Action
the task in the time period of the turn following order of march. . .
Upon reaching PL PURPLE I direct a
Any orders the unit will issue to
Orders change to our movement technique from
subordinate units
travelling to travelling overwatch
Any reports the unit will send to their We will report crossing PL PURPLE to
Reports
higher headquarters. our higher headquarters

COA Analysis Methods

2-163. Three COA analysis methods exist: belt, avenue-in-depth, and box. Each considers an AOI and all
enemy forces that can affect the outcome of the operation. Planners use these methods separately or in
combination, and sometimes modify them for long-term operations dominated by stability.
2-164. The belt method divides the AO into belts (areas) running the width of the AO. METT-TC shape
each belt. The belt method works best when conducting offensive and defensive tasks on terrain divided
into well-defined cross-compartments, during phased operations (such as gap crossings, air assaults, or
airborne operations), or when the enemy is deployed in clearly defined belts or echelons. Belts can be
adjacent to or overlap each other.
2-165. The basis of the belt method is the sequential analysis of events in each belt. Commanders prefer
this method because it focuses simultaneously on all forces affecting a particular event. A belt might
include more than one critical event. Under time-constrained conditions, the commander and staff can use a
modified belt method that divides the AO into not more than three sequential belts. These belts are not
necessarily adjacent or overlapping but focus on the critical actions throughout the depth of the AO (see
figure 2-7 for an example of the belt method).

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 Planning

Figure 2-7. Belt method

2-166. The avenue-in-depth method focuses on one avenue of approach at a time, beginning with the DO.
This method is good for offensive COAs or for defense when canalizing terrain inhibits mutual support (see
figure 2-8 for an example of the avenue-in-depth method).

Figure 2-8. Avenue-in-depth method

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Chapter 2

2-167. The box method is a detailed analysis of a critical area, such as an EA, a wet-gap crossing site, or a
landing zone. It works best in a time-constrained environment, such as a hasty attack. The box method is
particularly useful when planning operations in noncontiguous areas of operation. When using this method,
the staff isolates an area and focuses on critical events therein. Staff members assume that friendly units
can handle most situations in the AO and therefore focus their attention on essential tasks (see figure 2-9
for an example of the box method).

Note. COA analysis leaders often use the term "critical event" to focus on what to analyze.
Critical event is a box method applied to a certain area while units are conducting complex
operations that require synchronization and deconfliction. Examples include actions on the
objective, wet-gap crossings, and unit movement through restricted terrain. Care must be taken
with this version of the box method because the critical event does not typically last for the
entire duration of the operation. Therefore, assumptions need to be made to position forces into
the initial set of the critical event.

Figure 2-9. Box method

COA Analysis Techniques

2-168. Staffs use three different techniques to conduct COA analysis: key leader or full staff discussion,
war gaming, and modeling and simulation. While war gaming is the most well-known, it is not the only
way to analyze a COA.

Key Leader or Full Staff Discussion

2-169. When time is limited, key leaders, staff members, and subject matter experts can gather around a
sketch or map with graphics and talk through a COA. The lead planner quickly describes the scheme of
maneuver in as much detail as possible followed by the other warfighting functions (typically by phase). As
the group discusses the actions, key leaders use their skills, knowledge, and experience to fill in details or
provide guidance on how to prevent friction. If time constraints prevent completing these actions, key
leaders and subject matter experts discuss actions at critical events. This technique is less time consuming

54 ATP 5-0.2-1 07 December 2020

 Planning

than others, but the level of detail reached and synchronization across the staff is minimal, especially if
analyzing only a critical event.

War game
2-170. War gaming is a disciplined process with rules and steps that attempt to visualize the flow of the
operation, given the force's strengths and dispositions, the threat's capabilities, and possible friendly COAs.
A war game gathers the staff around a visual tool that represents friendly, threat, and relevant terrain and
uses an action-reaction-counteraction method to assess friendly and threat interaction. A visual tool can be
a paper map, a terrain model, a CPOF screen, a PowerPoint slide, a white board, or a sketch. Friendly and
threat icons are represented by models, cut-outs, Post-it notes, "stickies," or icons drawn on the visual tool.
Having a visual representation that everyone can follow and understand is key. The staff then uses the
action reaction-counteraction process to refine the COA. Establishing this method and integrating new
members who are unfamiliar with a unit's SOPs can take time. An advantage of war gaming is that it is a
known process that planners conduct in analog or digital form.

Note. The war-gaming process can overwhelm staffs, causing them to lose focus on solving the
problem. Leaders must clearly define desired outputs and how to conduct the war game, which
removes some of the friction associated with this process and allows leaders to focus on the
problem.

Modeling and Simulation

2-171. Modeling and simulation can be used to enhance COA analysis. A given COA can be represented
in a physical model or computer aided simulation and evaluated against multiple conditions in the operating
environment. A key planning consideration related to modeling and simulation is understanding what
exactly needs to be modeled and simulated. Advantages of this technique include the ability of modeling
and simulation to provide quantitative data to inform decision making. A disadvantage includes the limited
availability of resident modeling and simulation tools and expertise across organizations, installations, and
staffs to consult and advise on modeling and simulation options.

Select a Technique to Record and Display Results

2-172. Analysis results provide a record from which to build task organizations, synchronize activities,
develop DSTs, confirm and refine event templates, prepare plans or orders, and compare COAs. Two
techniques are commonly used to record and display results: the synchronization matrix technique and the
sketch note technique. In both techniques, staff members record any remarks regarding strengths and
weaknesses they discover. The amount of detail depends on the time available. Unit SOPs address details
and methods of recording and displaying analysis results.

COA Synchronization Matrix

2-173. A COA synchronization matrix is a tool staffs use to record the results of war gaming. This matrix
helps staffs synchronize a COA across time, space, and purpose in relation to potential enemy and civil
actions (see figure 2-10 on page 56 for an example of a COA synchronization matrix).

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Chapter 2

Turn: Initial set Turn 1 Turn 2

H-hour: H-hour H+0 – H+6 H+6 – H+12
18 0400 JUN
DTG: 18 0401–1000 JUN 18 18 1001–1600 JUN 18
18
Step: Initial set Action Reaction Counteraction Action Reaction Counteraction
Weather and light
Area of influence

Division fires
USAF
Adjacent units
Enemy decision
points
9-63 BN
3-641 BDET
1-63 BDET
2-63 BDET
Enemy

3-63 BDET
5-63 BDET
640 AR BN
Fires
55 EN BN
Civilian reaction
Decision points
Risk to mission identified
1-16 IN (DO)
2-34 AR (SO1)
Movement and
maneuver

3-66 AR (SO2)
1-4 CAV (SO3)
A/1-6 CAB
C/3-66 AR
(Reserve)
Shadow #1
HUMINT Team
Intel

#124
SIGINT Asset #1
1-5 FA
CAS
Fires

360 POG
A/407 CA
1 EN BN
62 EN Co
Protection

287 MP Co
63 CM
704 EOD Tm
A/1-188 AD
101 BSB
Command Sustain-
and control ment

Brigade Support
Area (BSA)
MAIN
TAC
RETRANS #1
IDP

Figure 2-10. Example brigade COA synchronization matrix

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Sketch Note
2-174. The sketch note method uses brief notes concerning critical locations or tasks and purposes. These
notes refer to specific locations or relate to general considerations covering broad areas. Commanders and
staffs mark locations on a map and on a separate war-game worksheet. Staff members use sequential
numbers to link the notes to the corresponding locations on a map or overlay. Staff members also identify
actions by placing them in sequential action groups, assigning each subtask a separate number. They use
the war game worksheet to identify all pertinent data for a critical event (see table 2-18 for a sketch note
example). Staffs assign each event a number and title and use the columns on the worksheet to identify the
following:
 Sequence of events.
 Units and assigned tasks.
 Expected enemy actions and reactions.
 Friendly counteractions and assets.
 Total assets needed for the task.
 Estimated time to accomplish the task.
 Decision point tied to executing the task.
 CCIRs.
 Control measures.
 Remarks.
Table 2-18. Sketch note example
Critical event Seize OBJ Sword
Sequence number 1
Action TF 3 attacks to destroy enemy company on OBJ
SWORD
Reaction Enemy company on OBJ CLUB counterattacks
Counteraction TF 1 suppresses enemy company on OBJ CLUB
Assets TF 3, TF 1, and TF 2
Time H+1 to H+4
Decision point DP 3a and 3b
Commander’s critical information requirements Location of enemy armor reserve west of PL JAGUAR
Control measures AXIS ZINC and support by fire position 1
Remarks None

Step 4.2. Gather Tools

2-175. Staffs gather various tools to assist with the first three steps of the MDMP. With initial guidance
from their leader, the staff ensure they bring the right products, tools, and level of detail to conduct COA
analysis. While no formal checklist exists regarding what to bring, staffs should bring all relevant
information on their warfighting function that covers the topics of the war game. This information should
be detailed enough to ensure that all capabilities on the synchronization matrix or sketch note have what
they require for a turn. For example, if a turn length is six hours, the sustainment staff bases consumption
rates on six-hour increments. Staff members bring, at a minimum, their running estimates—to include facts,
assumptions, constraints, limitations, specified tasks, implied tasks, and status of key capabilities.
2-176. Other examples of tools include, but are not limited to—
 Map or sketch of the AO.
 Threat templates and models.
 Civil considerations overlays, databases, and data files.
 MCOO and terrain effects matrices.
 Recording method.

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Chapter 2

 Completed COAs, including graphics.

 Means to post or display enemy and friendly unit symbols and other organizations.

Step 4.3. Execution

2-177. During war-game execution, the commander and staff try to foresee actions, reactions, and
counteractions of all actors, including civilians. Staff members analyze each selected event and identify
tasks that the unit, one echelon below, must accomplish using assets two echelons below the staff's echelon.
Identifying strengths and weaknesses of each COA allows staffs to adjust COAs as necessary. An effective
war game results in the commander and staff refining, identifying, analyzing, developing, and determining
several effects.
2-178. A war game focuses on actors rather than tools used. Staff members who participate in war gaming
should be the same individuals that developed the COAs. If available, red team members (trained and
educated organizational members that provide an independent analytical capability) can provide valuable
alternative points of view and challenging facts and assumptions throughout the planning process.
2-179. The commander and staff examine many areas during a war game. These include, but are not
limited to—
 All friendly capabilities.
 All enemy capabilities and critical civil considerations that impact operations.
 Global media responses to proposed actions.
 Movement considerations.
 Closure rates.
 Lengths of columns.
 Formation depths.
 Ranges and capabilities of weapon systems.
 Desired effects of fires.
 Templated enemy forces outside of the AO.
 Branches and sequels.
2-180. The commander and staff consider how to create conditions for success, protect the force, and
shape the operational environment. Experience, historical data, SOPs, and doctrinal literature provide much
of the necessary information. During a war game, staff officers propose appropriate control measures.
2-181. Staffs continually assess risks to friendly forces. When assessing risks of weapons of mass
destruction to friendly forces, planners view the target that the force presents through the eyes of an enemy
target analyst. Planners consider ways to reduce vulnerability and determine an appropriate level of
mission-oriented protective posture consistent with mission accomplishment.
2-182. Staffs identify required assets of the warfighting functions to support the concept of operations,
including those needed to synchronize sustaining operations. If requirements exceed available assets, staffs
recommend priorities based on the situation, commander's intent, and planning guidance. To maintain
flexibility, the commander may decide to create a reserve to maintain assets for unforeseen tasks or
opportunities.
2-183. With the staff gathered around a visual representation of the COA and fully prepared to discuss it,
the leader sets the tone for the war game and ensures the staff is prepared. The leader (or designated
representative) orients staff members to the visual representation and explains the rules of the war game:
 Remain objective. Do not allow personalities or a sense of "what the commander wants" to
influence the analysis.
 Avoid drawing premature conclusions and gathering facts to support such conclusions.
 Avoid defending a COA simply because you personally developed it.
 Record advantages and disadvantages of each COA accurately as they emerge.
 Continually assess feasibility, acceptability, completeness, distinguishability, and suitability of
each COA. If a COA fails any of these tests, reject it.

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 Concluding a COA is "infeasible" is completely acceptable, but be sure to apply an appropriate

amount of effort to try and make it feasible. Do not encounter a minor issue and conclude a COA
is infeasible.
 Avoid comparing one COA with another during the war game; this occurs during COA
comparison.
 Do not get frustrated with the intelligence officer for effectively role playing the threat.
 Be prepared for COA analysis. High quality input results in optimal solutions.
 Avoid off-topic discussions to reduce distraction.
 Briefing "no change" is an acceptable response.
 Explain how adjudication works.
 Remind everyone that the war game's purpose is to improve the plan by synchronizing actions in
time, space, and purpose.
2-184. The first turn is an explanation of the initial set in time and space of the action being war gamed
and uses the synchronization matrix as a guide. All assets brief current location, task, purpose, task
organization updates, and actions they are conducting at the start. If, after the initial set, enablers are
completely task-organized to other units (for example, air defense or engineer), those assets are briefed by
the element that now controls them, not the parent organization.
2-185. After the initial set is complete, the staff conduct turn 1. First, the action is conducted by the side
with the initiative-usually the attacking side. For this example, friendly forces are attacking. First, brief
environmental factors such as light and weather followed by friendly higher echelon and adjacent assets
that could impact the AO. Friendly forces then brief-by warfighting function and from DO to the lowest
priority SO-what they would like to accomplish during the turn. If using a synchronization matrix, the order
that the units are listed in the matrix should be the briefing order.
2-186. The threat then briefs the reaction for turn 1. The intelligence officer briefs the threat's higher
assets that could impact the AO and then, by warfighting function, briefs what actions the threat would like
to take during the turn.
2-187. Then, for the first turn, friendly forces brief the counteraction. In the offense, the goal of the
counteraction step is to ensure the friendly COA is the best it can be. Understanding how the threat will
react to friendly action, the counteraction allows friendly forces to go back and adjust their previous actions
in the turn to provide the most favorable outcome, while still meeting the COA guidance.
2-188. Once the action, reaction, and counteractions for turn 1 are complete, the leader adjudicates what
actually happened and how it affected friendly forces, threat, population, and terrain. The most common
technique to adjudicate friendly forces and threat effects is the COFM calculator. Numerous versions exist,
but they all accomplish the same thing. After inputting each side's combat power, the calculator estimates
relative combat power and casualties. Leaders still apply judgement and experience to account for factors
such as unit morale and environmental considerations.
2-189. If a COFM calculator is unavailable, leaders rely solely on their experience and judgement to
assess how friendly forces and the threat were effected. Adjudicating impacts on population, terrain, unit
morale, and environment is more difficult and always relies on a leader's judgement and experience only.
Once adjudication is complete, the turn is complete. Continue conducting turns until you meet your war-
game objective or as time allows.
2-190. When friendly forces are in the defense, the only difference for the turn is the threat takes the
action step; friendly forces react; and the threat describes any adjustments, based on their event template,
they would make during the turn as the counteraction step before adjudication begins. The intelligence
officer does not improve the threat COA, but they continue to refine the threat event template. Staffs brief
neutral environmental factors, such as population and nongovernmental organizations, during the reaction
and counteraction phases, regardless of who is attacking.

Note. During an operation, if a side loses the initiative, the briefer of the action step can change.

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2-191. To ensure effective war game results, the commander and staff refine (or modify)—
 Each COA to include identifying branches and sequels that become on-order or be-prepared
missions.
 Locations and times of decisive points.
 Enemy event template and matrix.
 Task organization, including forces retained in general support.
 Control requirements, including control measures and updated operational graphics.
 Deception operations.
 CCIRs and other information requirements, including the LTIOV, and incorporate them into the
IC plan.
2-192. The commander and staff identify—
 Key or decisive terrain and determine how to use it.
 Tasks the unit retains and tasks assigned to subordinates.
 Likely times and areas for enemy use of weapons of mass destruction and friendly chemical,
biological, radiological, and nuclear defense requirements.
 Potential times or locations for committing the reserve.
 Most dangerous enemy COA.
 Most likely enemy COA.
 Most dangerous civilian reaction.
 Locations for the commander and CPs.
 Critical events.
 Requirements for support of each warfighting function.
 Effects of friendly and enemy actions on civilians and infrastructure and on military operations.
 Locations of NAIs, target areas of interest (TAIs), and DPs and intelligence requirements needed
to support them.
 Strengths and weaknesses of each COA.
 Hazards. Assess their risk, develop control measures, and determine residual risk.
 Coordination required for integrating and synchronizing interagency, host-nation, and
nongovernmental organization involvement.
2-193. The commander and staff analyze—
 Potential civilian reactions to operations.
 Potential media reaction to operations.
 Potential impacts on civil security, civil control, and essential services in the AO.
2-194. The commander and staff develop—
 Decision points.
 COA analysis synchronization matrix.
 DST and DSM.
 Solutions to achieving minimum essential stability tasks in the AO.
 Information collection plan and graphics.
 Themes and messages.
 Fires, protection, and sustainment plans and graphic control measures.
2-195. The commander and staff determine—
 Requirements for military deception and surprise.
 Timing for concentrating forces and starting the attack or counterattack.
 Movement times and tables for critical assets, including information systems nodes.
 Estimated duration of the entire operation and each critical event.
 Projected percentage of enemy forces defeated in each critical event and overall.

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 Percentage of minimum essential tasks that the unit can or must accomplish.
 Media coverage and impact on key audiences.
 Targeting requirements in the operation, to include identifying or confirming high-payoff targets
(HPTs) and establishing attack guidance.
 Allocation of assets to subordinate commanders to accomplish their missions.

Step 4.4. COA Analysis Brief (Optional)

2-196. Time permitting, and if the commander desires, the staff delivers a briefing to all affected elements
to ensure everyone understands the results of COA analysis. The staff uses the briefing for review and
ensures that it captures all relevant points of COA analysis for presentation to the decision maker. In a
collaborative environment, the briefing may include selected subordinate staffs. A COA analysis briefing
includes the following:
 Introduction.
 Agenda.
 Updated IPB, facts, and assumptions (if there are significant changes).
 Commander requests for information from the staff.
 Quick review of—
 Approved problem statement and mission statement.
 Commander's and higher commander's intents.
 Threat COA(s) used for COA analysis.
 War-game technique used (if applicable).
 Friendly COA—
 Assumptions used.
 Concept of operation (brief review).
 Analysis results.
 Modifications.
 Additional commander's guidance
 Additional COA analysis responsibilities by warfighting function.

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Helpful COA Analysis Techniques:

The following techniques can reduce the friction of the COA analysis process:
 During COA development, designate a lead for COA analysis and have that
individual, with personnel from across the staff, prepare the location and visual
representation. As soon as all staffs complete COA development, they can break
and immediately begin COA analysis without losing momentum.
 Prepare written notes for the recorder. Task, purpose, actions, orders, and reports
are verbally presented, but a briefer also should hand written notes to the recorder
with all information, including unit, turn number, and step (action, reaction, or
counteraction). Written notes speed the COA process because the recorder has all
information in front of them. A note stating “no change” ensures information is
not accidently omitted.
 To avoid surprises, and if time allows, the intelligence officer should brief the
leader on the threat’s plan before beginning the war game. Optimally, they brief
the event matrix to ensure the threat uses the same matrix when war gaming
multiple COAs.
 Avoid pre-filling the synchronization matrix. Pre-filling saves time, but a change
in the COA requires that all related cells be updated; if this does not occur because
cells are pre filled, the error is compounded. An alternative is to pre-fill only the
initial set and the action portion.
 To synchronize the operation in time, space, and purpose, tie turns to a date-time
group. Stating that a turn lasts from a certain h-hour to another, or lasts an entire
phase, creates confusion. Remove confusion by stating a turn period in time only.
For example, turn 1 lasts from 0601 hours to 1000 hours.
 Have a facilitator in charge of the war game so the leader can remain objective. A
facilitator ensures the war-game process runs smoothly while the leader focuses
on the problem.
 The best person to brief actions of a unit or capability is either a liaison officer or
a planner for that unit or capability.
 During COA development, COA analysis, and COA rehearsal—and given
alternative threat COAs—spend one-third of available time on the base plan and
two-thirds of available time on branches and sequels. A battle never progresses
according to plan, therefore additional time spent on branches and sequels is value
added.
 Although a properly executed war game resembles a rehearsal, with a
counteraction step included, do not wait until the rehearsal to identify and reduce
friction points.
 If time allows, take a friendly COA (or all friendly COAs) and analyze it against
several different threat COAs.

COA Analysis Responsibilities by Warfighting Function

2-197. This section describes what each warfighting function brings to COA analysis and what outputs
the function should refine or develop once COA analysis is complete. The list is not all inclusive, but
serves as an initial starting point.

Command and Control Responsibilities

2-198. Commanders have overall responsibility for the COA analysis process. They also provide
guidance to assist the staff in analyzing COAs.
2-199. The COS, XO, or lead planner coordinates the staffs' actions during COA analysis. This officer is
the unbiased controller of the process, ensuring the staff stays on a timeline and achieves the goals of the

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COA analysis session. In a time-constrained environment, this officer ensures that, at a minimum, the DO
is analyzed.
2-200. The signal officer assesses network operations, spectrum management operations, network
defense, and information protection feasibility for each analyzed COA. The signal officer determines
communications systems requirements and compares them to available assets, identifies potential shortfalls,
and recommends actions to eliminate or reduce their effects.
2-201. The following staff officers and sections are not available to all units. If unavailable to units,
leaders can assign some or all of the responsibilities below to their own staffs.
2-202. The information operations officer assesses the information operations concept of support
against the ability of information-related capabilities to execute tasks in support of each analyzed COA.
The officer also evaluates the effectiveness of integrated information-related capabilities to impact various
audiences and populations in and outside of the AO. The information operations officer, in coordination
with the electromagnetic warfare officer, integrates information operations with cyberspace
electromagnetic activities.
2-203. The civil affairs officer assesses how operations affect civilians. Host-nation support and care of
dislocated civilians are of particular concern. The civil affairs officer's analysis considers how operations
affect public order and safety, the potential for disaster relief requirements, noncombatant evacuation
operations, emergency services, and the protection of culturally significant sites. This officer provides
feedback on how the culture in the AO affects each COA.
2-204. The red team provides the commander and intelligence officer with an independent capability to
fully explore alternatives. The staff looks at plans, operations, concepts, organizations, and capabilities of
the operational environment from the perspectives of enemies, unified action partners, and others.
2-205. The electromagnetic warfare officer provides information on the electromagnetic warfare target
list, electromagnetic attack taskings, electromagnetic attack requests, and the electromagnetic warfare
portions of the collection matrix and the attack guidance matrix. Additionally, the electromagnetic warfare
officer assesses threat vulnerabilities, friendly electromagnetic warfare capabilities, friendly actions relative
to electromagnetic warfare activities, and other cyberspace electromagnetic activities not covered by the
signal or intelligence officer.
2-206. The legal advisor advises the commander on all matters pertaining to law, policy, regulation, good
order, and discipline for each analyzed COA. This officer provides legal advice across the range of military
operations on law of war, rules of engagement, international agreements, Geneva conventions, treatment
and disposition of noncombatants, and legal aspects of targeting.
2-207. The operations research and systems analysis (ORSA) staff section provides analytic support to
the commander to plan and assess operations. Specific responsibilities include—
 Providing quantitative analytic support, including regression and trend analysis, to planning and
assessment activities.
 Assisting other staff members in developing customized analytical tools for specific
requirements, providing quality control capabilities, and conducting assessments to measure the
effectiveness of operations.

Intelligence Responsibilities
2-208. During COA analysis, the intelligence section has two functions. One is to role play the enemy
commander, other threat organizations in the AO, and critical civil considerations in the AO (if no civil
affairs representative exists). The other is to lead friendly intelligence activities.
2-209. When role playing the enemy commander, intelligence officers execute threat maneuver as
outlined in the event template and enemy DSM. They also project enemy reactions to friendly actions and
project enemy losses. While trying to realistically win the war game for the enemy, the intelligence section
ensures that the staff fully addresses friendly responses for each enemy COA.
2-210. For the friendly force, the intelligence section—
 Refines intelligence and information requirements and planning requirements tools.

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 Refines situation and event templates, including NAIs that support DPs.
 Refines the event template with corresponding DPs, TAIs, and HVTs.
 Participates in targeting to nominate HPTs from HVTs identified during IPB.
 Recommends PIRs that correspond to DPs.
 Refines civil considerations overlays, databases, and data files.
 Refines the MCOO and terrain effects matrices.
 Refines weather products that outline critical weather impacts on operations.

Techniques. For COA analysis, the lead intelligence officer should assign responsibilities to available
staff members within the section (such as enemy commander and friendly intelligence officer), and
then assist each in their briefs, instead of trying to accomplish it all themselves.

Have liaison officers role play their units, since they are the most knowledgeable about them.

Movement and Maneuver Responsibilities

2-211. The operations officer or maneuver lead planner assists the commander with the rehearsal. The
operations officer—
 Portrays the friendly scheme of maneuver, including the employment of information-related
capabilities.
 Ensures subordinate unit actions comply with the commander's intent.
2-212. During COA analysis, either the plans officer, lead maneuver planner, or the operations officer
assumes the role of lead movement and maneuver planner and represents the movement and maneuver
warfighting function. The lead movement and maneuver planner role plays the friendly maneuver
commander. Various staff officers assist the lead movement and maneuver planner, such as the aviation
officer and engineer officer. The lead movement and maneuver planner executes friendly maneuver as
outlined in the COA sketch and statement. The movement and maneuver planner and team assesses
warfighting function requirements, solutions, and concepts for each COA; develops plans and orders; and
determines potential branches and sequels arising from the various COAs analyzed. They confirm friendly
actions are physically possible. For example, they ensure planners are using the appropriate rates of march
when moving over restricted terrain and make sure areas, such as the position areas for artillery and the
brigade support areas, are suitable for the terrain. Planning staffs ensure that, if COA analysis does not
cover every operational aspect of the mission, the omitted details are determined before publishing
an order. Planning staffs complete the DST and DSM for each COA.

Fires Responsibilities
2-213. The fires section assesses the fire support feasibility of each analyzed COA. This section develops
a proposed HPT list, target selection standards, and attack guidance matrix. The fires section works with
the intelligence section to identify NAIs and TAIs for enemy indirect fire weapon systems, and identifies
HPTs and additional events that may influence the positioning of field artillery and ADA assets. The fires
section also lists possible defended assets for ADA forces and assists the commander in making a final
determination about asset priority.

Protection Responsibilities
2-214. The chief of protection or commander's designated representative assesses protection element
requirements, refines EEFIs, and develops a scheme of protection for each analyzed COA. The chief of
protection—
 Refines the critical asset list and the defended asset list.
 Assesses hazards.
 Develops risk control measures and mitigation measures for threats and hazards.
 Establishes personnel recovery coordination measures.

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 Implements operational area security to include securing lines of communications, antiterrorism

measures, detention operations, and law enforcement operations.
 Ensures survivability measures to reduce vulnerabilities.
 Refines chemical, biological, radiological, and nuclear operations.

Sustainment Responsibilities
2-215. During COA analysis, the personnel section assesses the personnel aspect of building and
maintaining combat power of units. This section identifies potential shortfalls and recommends COAs to
ensure units maintain adequate manning to accomplish their mission. The personnel section is also
responsible for providing initial and updated casualty estimates, with the assistance of the surgeon.
2-216. The logistics section assesses the status of all logistics functions, determines the logistics
feasibility of each COA, determines critical requirements for each supply class, and identifies potential
problems and deficiencies. This section compares requirements to available assets to identify potential
shortfalls. The logistics officer recommends actions to eliminate shortfalls or reduce their effects and
ensures that available movement times and assets support each COA. While improvising can contribute to
responsiveness, only accurately forecasting requirements can ensure effective sustainment.
2-217. To ensure a fit and healthy force, a surgeon section coordinates, monitors, and synchronizes
execution of health system activities for the command for each analyzed COA. A surgeon works with the
human resources section to develop a casualty estimate and derives required medical support from the
updated estimates (see paragraph G-158).
2-218. During COA analysis, the financial management section assesses the commander's AO to
determine the best COA for resource use. The assessment includes core functions of financial management:
resource management and finance operations. This section determines partner relationships (joint,
interagency, intergovernmental, and multinational) and requirements for special funding and supports the
logistics section in the procurement process.

STEP 5. COA COMPARISON

2-219. COA comparison is an objective process that evaluates COAs independently and against set
evaluation criteria recommended by the staff and approved by the commander to identify advantages and
disadvantages. The staff then compares the COAs advantages and disadvantages against each other to
determine the difference between each COA in terms of cost and benefit of the various evaluation criteria.
The comparison enables the commander to make a better-informed decision. Figure 2-11 on page 66
depicts the purpose, inputs, processes, and outputs of COA comparison.

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Figure 2-11. The MDMP Step 5. COA comparison overview

COA Comparison Techniques

2-220. Planners use several techniques when comparing COAs. They all vary in subjectivity and
objectivity. Choose a technique that best captures benefits and risk to assist the commander with decision
making. While each technique is different, a decision matrix is the best way to present and compare
information. Figure 2-12 is an example decision matrix that planners can use as a starting point and can
modify to meet the commander's needs.

Evaluation Evaluation
criteria criteria COA 1 raw data COA 1 score COA 2 raw data COA 2 score
name definition

Total/Result:

Figure 2-12. Example decision matrix

Note. No "best way" exists to score evaluation criteria. The key is deciding which of several
techniques best helps the commander determine benefits and risks to enable decision making.
Regardless of the technique used, remind the commander of the definitions the staff used to
analyze the COAs along with the raw score resulting from their analysis. This helps commanders
understand the staffs' analysis and assists with their own mental calculations.

A decision matrix is a starting point for dialogue between the commander and their staff.

Planners can weight the scores if the commander wants certain evaluation criteria to have a
stronger effect on the overall decision.

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2-221. The following list of COA comparison techniques are presented in no particular order. These
techniques serve as a starting point, but other methods also exist for comparing COAs. The critical thing to
do is present the information using a technique that best allows the commander to understand the costs and
benefits between each COA.

COA Comparison Techniques:

Descriptive. Instead of listing a numeric score for each COA, this technique relies on a few short sentences
or bullets to convey advantages and disadvantages. Advantage: this is a good tool for starting dialogue.
Disadvantages: comparing advantages and disadvantages in a time-constrained environment can be
difficult, which can force limited dialogue and an incorrect decision.

Comparison. Based on the number of COAs, each evaluation criterion receives a value from 1 to 10 with
“1” being best. When all evaluation criterion are added together, the COA with the lowest value is chosen.
Advantages: the comparison is easy to perform. Disadvantages: the comparison can distort differences
between COAs. For example, if a potential operation has two evaluation criteria of “Fuel Used” and
“Casualties,” comparing COAs using this technique potentially results in: one gallon of fuel equal to one
casualty.

Plus or Minus. For each evaluation criterion, instead of assigning a value, assign a “+” or “-” to signify the
COA is either favorable or unfavorable. Add plusses and minuses for the criteria, with a plus neutralizing a
minus for an overall score. For example, 3 “+”s and 2 “-”s results in a score of +1. Advantages: this
technique is fast and provides an easy way to understand the information. Disadvantages: complex
evaluation criteria might be over simplified.

Relative Value. The raw score for each evaluation criterion is assigned a relative score of 0–100; the worst
raw score receives a “0” and the best receives a “100.” The rest of the COAs raw scores receive a
proportion of the score. Add scores together. The highest score is the recommended COA. Advantages: this
technique better captures the advantages and disadvantages of each evaluation criterion. Disadvantages: the
conversion to a score takes a stronger understanding of mathematics and ratios; therefore, this technique
can be difficult to use initially.

Conduct COA Decision Briefing

2-222. After analysis and comparison, the staff identifies and recommend their preferred COA. If the staff
cannot reach a decision, the COS or XO decides which COA to recommend. The staff then delivers a
decision briefing to the commander. The COS or XO highlights any changes to each COA resulting from
the COA analysis. The decision briefing includes—
 Introduction.
 Agenda.
 An updated IPB, facts, and assumptions (if there are significant changes).
 Commander requests for information from the staff.
 Brief review of—
 Approved problem statement and mission statement.
 Commander's and higher commander's intents.
 Threat COA(s) used for COA analysis.
 COA analysis technique used (if applicable).
 For each friendly COA—
 Assumptions used.
 Concept of operation brief review.
 COA analysis results.
 Modifications to friendly COA.

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 Evaluation criteria results.

 COA comparison with recommended staff COA.
 COA decision and guidance.

Note. If significant disagreement exists, the staff should inform the commander and discuss the
disagreement.

STEP 6. COA APPROVAL

2-223. With the staff recommendation, the commander picks the COA the commander thinks is best. The
best COA meets the commander's intent and risk tolerances, and reflects an acceptable relationship between
the evaluation criteria. Resources are then committed according to the commander's decision. If the
commander rejects all COAs, the staff starts COA development again. If the commander modifies a
proposed COA or gives the staff an entirely different one, the staff develops and analyzes the new COA
and presents the results to the commander with a recommendation. Figure 2-13 depicts the purpose, inputs,
processes, and outputs of COA approval.

Figure 2-13. The MDMP Step 6. COA approval overview

2-224. After approving a COA, the commander issues final planning guidance. This guidance includes a
refined commander's intent (if necessary); revised CCIRs to support execution; any additional guidance on
priorities for warfighting functions, orders preparation, rehearsal, preparation, and resources to preserve
freedom of action and ensure continuous sustainment.
2-225. In final planning guidance, commanders include the risk they are willing to accept. If time allows,
commanders discuss acceptable risk with adjacent, subordinate, and senior commanders. However,
commanders obtain their higher commander's approval for risks that might imperil accomplishing the
higher commander's mission.
2-226. Based on the commander's decision and final planning guidance, the staff issues a WARNORD to
subordinate headquarters. This WARNORD contains information subordinate units need to create or refine
their plans. It confirms guidance issued and expands on details not covered by the commander personally.
The WARNORD issued after COA approval normally contains—
 Paragraph 1
 Complete situation paragraph.
 Paragraph 2
 Approved mission statement.

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 Paragraph 3
 Commander's intent.
 Concept of operation.
 Warfighting function concepts.
 Principal task to subordinate units.
 Updated operational timeline.
 Coordinating instructions covering preparation and rehearsal instructions not included in
SOPs.
 Paragraph 4
 Initial sustainment paragraph.
 Paragraph 5
 New CCIRs and EEFIs.
 Annex A
 Updated task organization.
 Annex B
 Updates only.
 Annex C
 Updated graphics.
 Any other annexes created before publishing the WARNORD.

Note. This WARNORD is traditionally known as WARNORD #3. It might not be the third
WARNORD published, but Soldiers might use this term.

Perfection is the enemy of good enough for WARNORD #3. Competing priorities will exist
to: (1) get WARNORD #3 out in enough time to be useful, and (2) put a lot of information into
it. Reach the minimum standard listed above, and get it to subordinates as quickly as possible.
The complete OPORD follows shortly, with the final details.

Technique. Staffs must constantly work on the WARNORDs and the OPORD to get both
WARNORD #3 and the OPORD produced as quickly as possible. Any products created throughout the
process must be in a format that can easily transfer into the WARNORD and OPORD. Making a
product twice, such as one for the MDMP and one for publication, is usually time prohibitive.

STEP 7. ORDER PRODUCTION, DISSEMINATION, AND TRANSITION

2-227. The purpose of the MDMP is to enable commanders and staffs to develop situational
understanding and produce an operation plan or order. The previous six steps of the MDMP helped the
commander and staff visualize a problem, create a concept to solve it, and refine a plan. With the selected
COA, the staff completes the plan (anything not covered in COA analysis); issues the order; ensures
understanding by subordinates, supporting units, and higher headquarters; and begins the transition from
planning to preparation in the operations process. Figure 2-14 on page 70 depicts the purpose, inputs,
processes, and outputs of orders production, dissemination, and transition.

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Figure 2-14. The MDMP Step 7. Orders production, dissemination and transition

2-228. The staff prepares an order or plan by molding the selected COA into a clear, concise OPORD.
The COA statement becomes the concept of operations for the plan. The COA sketch becomes the basis for
the operation overlay. The staff's running estimates become the starting point for the required annexes and
input into the OPORD. Planners use their knowledge, experience, skills, and judgement to fill in
missing details for any part of the operation not analyzed during COA analysis (see table 2-19 on
page 73 for an example list of products required by a staff section). If time permits, the staff may conduct a
more detailed COA analysis of the selected COA to synchronize the operation and complete the plan. This
step is not done sequentially, and the staff needs to constantly work on the various WARNORDs and the
OPORD to get them published in a timely manner.

Techniques: An execution matrix is a visual representation of subordinate tasks in relationship to each

other over time (ADP 5-0). Planners use an execution matrix to ensure an entire operation is
synchronized in time, space, and purpose. An execution matrix then helps planners develop tasks to
subordinate units according to the timeline they have synchronized and deconflicted. Once an
execution matrix is developed, planners or members of the current operations section take key
information off the matrix, place the information on an execution checklist. The checklist is a shortcut
that allows leaders to quickly see if an operation is developing in accordance with a commander’s
vision or if an operation is off course. If something is awry, leaders refer back to the execution matrix
to determine what actions are needed to get the plan back on course. Figure I-5 on page 318 is an
example of a blank execution matrix and table I-8 on page 319 is an example of a completed execution
checklist.

2-229. Normally, the COS or XO coordinates with staff principals in assisting the operations or plans
officer to develop the plan or order. Typically, the operations officer appoints one planner from the
operations or plans section to compile all the staff's inputs. The COS, XO, or lead planner guides mission
analysis regarding what the order should look like and what staff sections need to produce. Staff sections
ensure that critical information everyone needs to know is included in the base OPORD. Technical
data, instructions, and specific guidance for subordinate staff members belong in their respective
annexes.

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2-230. Prior to the commander approving of a plan or order, the staff ensures the plan or order is
internally consistent and nests within the higher commander's intent. Staffs accomplish this through plans
and order reconciliation and a plans and order crosswalk.

Plans and Orders Reconciliation

2-231. Plans and orders reconciliation occurs internally as the staff conducts a detailed review of the
entire plan or order. Reconciliation ensures that the base plan or order, and all attachments, are complete
and in agreement. It identifies discrepancies or gaps in planning. If staff members find discrepancies or
gaps, they take corrective actions. Specifically, the staff compares the commander's intent, mission
statement, and CCIRs against the concept of operations and schemes of support (such as scheme of fires or
scheme of sustainment). Staffs ensure attachments are consistent with information in the base plan or order.

Technique. Staffs reconcile an order using two techniques. The first technique requires a key leader
(operations officer, COS, XO, or lead planner) to read an order to ensure no discrepancies or gaps
exist. The leader provides immediate guidance on how to fix any identified discrepancies or gaps. The
second technique requires staff members to convene and brief the OPORD to a key leader. Each
warfighting function briefs its part of the OPORD, and the key leader checks for consistency.

Plans and Orders Crosswalk

2-232. During a plans and orders crosswalk, the staff compares the plan or order with those of higher and
adjacent commanders to achieve unity of effort and ensure the plan meets the superior commander's intent.
The crosswalk identifies discrepancies or gaps in planning and, if found, staffs implement corrective
actions.

Technique. During the MDMP, planners can collect plans of adjacent units to ensure plan
synchronization. They inform a key leader of any identified discrepancies or gaps so the leader can
assist in making appropriate decisions on corrective actions. A corrective action could be for a planner
to change the plan or have an adjacent unit change theirs.

Approving a Plan or Order

2-233. The final action in developing a plan or order is approval of the plan or order by the commander.
Commanders normally do not sign attachments, but they should review the attachments before signing the
base plan or order. Commanders review and approve orders before the staff reproduces and disseminates
them, unless commanders have delegated that authority.

Dissemination
2-234. Upon order approval, the staff disseminates the order to subordinate, higher, and adjacent units as
appropriate. Dissemination can happen through several different mediums depending on time, security
requirements, and technology capabilities. Ideally, the commander and staff brief-and provide a written
copy of-an order in person to subordinate commanders.
2-235. If unable to brief subordinate commanders in person, the staff can send a digital copy of the order
to subordinates; a written copy of the order via a special runner; or via normal logistics package
(LOGPAC) operations. Once subordinate commanders have a copy of the order, the higher commander and
staff conduct an OPORD brief via some form of technology such as CPOF, radio, or chat. The least
preferred dissemination method for an order is voice only. An OPORD brief follows the format of the base
OPORD, and the amount of detail included is tailored to the amount of time given to both prepare and
brief.

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Technique. Cutting and pasting the OPORD into slides is not the best technique for giving an OPORD
brief. The brief should focus on maps, overlays, graphics, images, interactions between units, and
critical events that increase the unit’s shared understanding. While some direct lifts will be required
(for example, tasks to subordinate units section), the staff should treat this like any other brief.

2-236. Upon receipt of the higher order, subordinates immediately acknowledge receipt. Usually,
subordinates conduct confirmation briefings with the commander and staff immediately afterwards. A
confirmation brief is a brief subordinate leaders give to the higher commander immediately after the
operation order is given to confirm understanding (ADP 5-0). Subordinate leaders give a confirmation brief
to the commander immediately after receiving the operation order. A confirmation brief ensures the
commander that subordinate leaders understand—
 Commander's intent, mission, and concept of operations.
 Their unit's tasks and associated purposes.
 Relationship between their unit's mission and those of other units in the operation. Ideally, the
commander conducts confirmation briefs in person with selected staff members of the higher
headquarters present.

Transition
2-237. Orders production begins the transition between planning and preparation. The plans-to-operations
transition is a preparation activity that occurs within a headquarters. It ensures that members of the current
operations cell fully understand the plan before execution. During preparation, responsibility for
developing and maintaining the plan shifts from the plans or future operations cell to the current operations
cell. This transition is the point at which the current operations cell becomes responsible for controlling
execution of the operation order. This transition enables the plans cell to focus its planning efforts on
sequels, branches, and other planning requirements directed by the commander.

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Table 2-19. The MDMP product overview

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INTEGRATING PROCESSES
2-238. Commanders and staffs integrate the warfighting functions and synchronize the force to adapt to
changing circumstances throughout the operations process. They use several integrating processes to do
this. An integrating process consists of a series of steps that incorporate multiple disciplines to achieve a
specific end. For example, during planning, the MDMP integrates the commander and staff in a series of
steps to produce a plan or order. Key integrating processes that occur throughout the operations process
include—
 Intelligence preparation of the battlefield.
 Information collection.
 Targeting.
 Risk management.
 Knowledge management.
2-239. This publication describes in further detail intelligence preparation of the battlefield (see
paragraph 2-240), IC (see paragraph 2-312), and targeting (see paragraph 2-348). For more information on
risk management see ATP 5-19. For additional information on knowledge management see ATP 6-01.1.
Figure 2-15 shows key products developed from the MDMP, IPB, IC, and targeting and how the processes
interrelate.

Figure 2-15. The MDMP-IPB-Targeting-IC relationships

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INTELLIGENCE PREPARATION OF THE BATTLEFIELD

2-240. IPB is an iterative process consisting of four steps: (1) define the operational environment,
(2) describe environmental effects on operations, (3) evaluate the threat, and (4) determine threat COAs.
The intelligence officer leads the staff through the IPB process.
2-241. The outputs, or products, from the IPB process are the intelligence staff's running estimates. These
estimates are continuously updated based on changes in the operating environment. The other staff sections
assist the intelligence staff in developing the IPB products required for planning. IPB supports the MDMP,
targeting, and other warfighting functions. This section is primarily derived from FM 2-0 and ATP 2-01.3
(see table 2-20 on pages 75–76 for an overview of the IPB process).

Table 2-20. Intelligence preparation of the battlefield steps

ATP 2-01.3
Step 1. Define the operational environment
Identify the limits of the commander’s AO:
• Generally identified by higher headquarters.
• Identified by the operations officer.
Identify the limits of the commander’s AOI:
• Intelligence officer recommends changes.
• Commander approves or disapproves.
• Higher headquarters approves or disapproves.
Identify significant characteristics within the AO and AOI for further analysis:
• Enemy.
• Terrain.
• Weather.
• Civil Considerations.
Evaluate current operations and holdings to determine additional information needed to complete IPB:
• Staff identifies information gaps.
• Staff develops assumptions for information gaps.
Initiate process necessary to acquire the information needed to complete IPB:
Staff sections submit requests for information and IC.
Note. An operational environment encompasses physical areas and factors of the air, land, maritime,
space, and cyberspace, and the information environment. IPB applies to the full range of Army
operations. Ensure to consider all domains when defining the operational environment.
Step 2. Describe environmental effects on operations
Describe how the threat can affect friendly operations (IBP products—threat overlay, threat description
table):
• Regular.
• Irregular.
• Hybrid.
Describe how terrain can affect friendly and threat operations (IPB products—MCOO, terrain effects
matrix):
• Observation and fields of fire.
• Avenues of approach.
• Key terrain.
• Obstacles.
• Cover and concealment.

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Table 2-20. Intelligence preparation of the battlefield steps (continued)

Describe how weather can affect friendly and threat operations (IPB products—operational climatology
and weather forecast chart, light and illumination data table, weather effects matrix, and operational
impacts chart):
• Visibility.
• Precipitation.
• Temperature.
• Atmospheric pressure.
• Wind.
• Cloud cover and ceiling.
• Humidity.
• Sea State
Describe how civil considerations (ASCOPE and PMESII-PT) can affect friendly and threat operations
(IPB products—civil considerations data file, civil considerations overlay, civil considerations
assessment):
Areas Structures Capabilities Organization People Events Political Military Economic
Social Information Infrastructure Physical Environment Time
Step 3. Evaluate the threat
Identify threat characteristics and order of battle (IBP products—threat characteristics and order of battle
files).
Create or refine threat models (IPB products—threat template, high-value target list):
• Convert threat doctrine or patterns of operations to graphics.
• Describe the threat’s tactics, options, and peculiarities.
• Identify high-value targets.
Identify threat capabilities and limitations (IPB products—threat capability statement):
• Identify threat capabilities by creating statements.
• Identify other threat capabilities.
Step 4. Determine threat courses of action
Develop threat courses of action (IPB products—SITEMP, threat COA statement).
Develop the event template and matrix (IPB products—event template, event matrix).

STAFF COLLABORATION
2-242. Intelligence officers facilitate IPB, but these intelligence officers and their staff members cannot
provide all IPB information the commander requires for situational understanding. Other staff sections or
supporting elements also help the intelligence staff produce and continually refine IPB products. Total staff
integration reduces the initial time required for IPB development, assists the commander in timely decision
making, improves the quality and accuracy of IPB products, and creates a better understanding of how
threats may execute certain COAs and how friendly forces can counter threat actions.

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Technique. A technique for total staff integration is known as reverse IPB. Generally, the intelligence
officer (with the COS or XO) identifies areas of emphasis among the staff that need coverage during
IPB steps 1-3. Prior to starting IPB, the intelligence officer provides the staff with a general scheme the
enemy is likely to employ, based on analysis from higher headquarters and initial discussions with the
operations officer and the commander. This initial “IPB guidance” does not need to be provided
immediately but should be given as soon as possible. This guidance includes—
 Terrain factors (observation and fields of fire, avenues of approach, key terrain,
obstacles, and cover and concealment—OAKOC), to include in the MCOO.
 Population factors (political, military, economic, social, information, infrastructure,
physical environment, and time (PMESII-PT)), to include culture and history.
 Enemy factors (task, purpose, and capabilities by warfighting function and nesting
diagram).
 Neutral force factors such as task and purpose, capabilities, and disposition.
 Friendly non-U.S. forces to include task and purpose, capabilities, and disposition.
The operations section concurrently begins substeps 3–6 of mission analysis to examine friendly
disposition; specified, implied, and essential tasks; constraints; facts; and assumptions. After a
designated period of time, the IPB guidance is briefed to the commander in the following format
(unless noted, the agenda below is briefed by the intelligence section):
 Orientation to AO and terrain (briefed by the terrain team or intelligence section).
 Orientation to neutral and friendly forces.
 Enemy higher headquarter’s two levels up task and purpose.
 Enemy higher headquarter’s task and purpose.
 Enemy general scheme of maneuver.
 Subject matter experts brief the enemy’s main capabilities (strengths) and
vulnerabilities. They also provide their analysis of how enemy capabilities will get
incorporated into the enemy COA. Subject matter experts brief in the following order:
 Movement and maneuver.
 Fires.
 Air (rotary and fixed wing).
 Intelligence.
 Protection.
 Sustainment.
 Command and control.
 Integration with irregular forces.
 Information and messaging.
 Enemy event matrix and template.
Following the brief, the intelligence section develops the enemy commander’s DSM, confirms the task
and purpose nesting diagram, and synthesizes the enemy COA. The intelligence section then finalizes
mission analysis briefing products while the rest of the staff shifts to “blue” planning. The COS or XO
ensures that staffs’ collaborative IPB becomes part of the unit SOP and is included during mission
analysis of the MDMP. Table 2-21 on page 78 depicts example staff sections’ input to IPB products
(staffs’ input is mission dependent and not all-inclusive).

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Table 2-21. Example staffs' input to IPB products

FM 2-0
Intelligence preparation of the battlefield
Staff section
input
Enemy objectives and desired end state.
Named areas of interest.
All staff sections. Provide subject matter expertise to
High-value targets.
assist in determining (but not limited to) the following:
High-payoff targets.
Decision points.
Threat doctrine, tactics, equipment, capabilities,
vulnerabilities, and intent.
Intelligence officer. Leads the IPB effort and has staff
Threat systems.
responsibility for analyzing the mission variables of enemy,
Identification of areas of interest and areas of influence.
terrain and weather, and civil considerations.
Terrain analysis.
Determination of threat courses of action.
Operational experience.
Assistance in determining—
Operations officer. Provides subject matter expertise on
Target areas of interest.
the art and science of military operations. Evaluates IPB
Engagement areas.
products to ensure they support friendly COA development
Time phase lines.
and analysis.
Relative combat power matrices for friendly and enemy
forces.
Threat fires doctrine, tactics, equipment, capabilities,
vulnerabilities, and intent.
Chief of fires (division and above) Assistance in selecting—
Fires support officer (brigade and below). Provides Target areas of interest.
subject matter expertise on fires. Electromagnetic attack.
Decision points.
Time phase lines.
Threat engineer doctrine, tactics, equipment,
capabilities, vulnerabilities, and intent.
Engineer officer. Provides subject matter expertise on Terrain analysis.
mobility and countermobility and assists the intelligence Mobility corridors.
section in developing enemy obstacle plans for the enemy OAKOC (observation and fields of fire, avenues of
SITEMP. approach, key terrain, obstacles, and cover and
concealment) factors.
Obstacle locations.
Threat logistics doctrine, tactics, equipment,
Logistics Officer. Provides subject matter expertise on
capabilities, vulnerabilities, and intent.
sustainment operations.
Threat supply and resupply routes and points.
Signal Officer. Provides subject matter expertise on Threat communications networks and nodes.
friendly communications systems and assists the Threat communications vulnerabilities.
intelligence section in identifying and evaluating friendly Line of sight analysis.
communications systems’ vulnerabilities to cyberspace and
electromagnetic attack. Threat employment of
communications systems.
Evaluation of civil considerations on military operations.
ASCOPE (areas, structures, capabilities, organizations,
people, and events) analysis.
Civil Affairs Officer. Provides subject matter expertise on
PMESII-PT (political, military, economic, social,
civil affairs operations.
information, infrastructure, physical environment, and
time) analysis.
Civil considerations overlays.

STEP 1. DEFINE THE OPERATIONAL ENVIRONMENT

2-243. Defining the operational environment results in the identification of significant characteristics of
the operational environment that can affect friendly and enemy operations. This step also results in the
identification of gaps in current intelligence.
2-244. Step 1 of IPB is important because it assists the commander in defining relative aspects of the
operational environment in time and space. During Step 1, the intelligence staff identify those
significant characteristics related to the mission variables of enemy, terrain, weather, and civil
considerations relevant to the mission and justify that analysis to the commander. Misidentifying or failing

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to identify the effect these variables may have on operations can hinder decision making and result in an
ineffective IC strategy and targeting effort.
2-245. In addition to understanding friendly and enemy forces, defining significant characteristics of an
operational environment is essential to completing IPB. Factors such as culture, languages, social (tribal)
affiliations, and operational and mission variables can be equally important. Once approved by the
commander, this information becomes the command's initial intelligence requirements and focuses the
command's initial IC efforts and the remaining steps of the IPB process (see figure 2-16 for a depiction of
Step 1 of the IPB process and how it sets the basis for continuing to Step 2 of the IPB process).

Figure 2-16. Step 1 of the IPB process

2-246. An area of operations is an operational area defined by a commander for land and maritime forces
that should be large enough to accomplish their missions and protect their forces. Also called AO (JP 3-0).
The AO comprises an external boundary that delineates the AO from adjacent units and includes
subordinate unit AOs. A subordinate unit AO may be contiguous or noncontiguous. Figure 2-17 on page 80
depicts an AO. To describe the physical arrangement of forces in time, space, and purpose, commanders
can designate the following:
 The deep area is where the commander sets conditions for future success in close combat
(ADP 3-0).
 The close area is the portion of the commander's area of operations where the majority of
subordinate maneuver forces conduct close combat (ADP 3-0).
 The consolidation area is the portion of the land commander's area of operations that may be
designated to facilitate freedom of action, consolidate gains through decisive action, and set
conditions to transition the area of operations to follow on forces or other legitimate authorities
(ADP 3-0).

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 The support area is the portion of the commander's area of operations that is designated to
facilitate the positioning, employment, and protection of base sustainment assets required to
sustain, enable, and control operations (ADP 3-0).
2-247. An area of influence is a geographical area wherein a commander is directly capable of influencing
operations by maneuver or fire support systems normally under the commander's command or control
(JP 3-0). The intelligence and operations officers determine the area of influence, which includes terrain
inside and outside the AO (see figure 2-17).
2-248. An area of interest is that area of concern to the commander, including the area of influence, areas
adjacent thereto, and extending into enemy territory. Also called AOI (JP 3-0). This area also includes areas
occupied by enemy forces who could jeopardize the accomplishment of the mission. The AOI is—
 Established by the commander with input from the intelligence or operations sections that
consider mission variables in the selection of AOIs.
 Normally, an area larger than or outside the area of influence that directly impacts the AO,
possibly requiring more intelligence assets to monitor. It may include staging areas.
 An area that may be irregular in shape and overlaps the areas of adjacent and subordinate unit
AOs.
 An area that assists in determining NAIs during Step 4 of the IPB process.

ATP 2-01.3
Figure 2-17. Area of operations example

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STEP 2. DESCRIBE THE ENVIRONMENTAL EFFECTS ON OPERATIONS AND DESCRIBE THE

EFFECTS ON OPERATIONS
2-249. Once the intelligence staff has completed Step 1 of IPB, the staff identifies significant
characteristics of an operational environment related to enemy, terrain, weather, and civil considerations.
Step 2 of IPB describes how these characteristics affect friendly operations. The intelligence staff also
describes how terrain, weather, civil considerations, and friendly forces affect enemy forces. Their
evaluation focuses on the general capabilities of each force until threat COAs are developed in Step 4 of
IPB. Friendly COAs are developed later in the MDMP. Finally, the entire staff determines the impact and
effects of friendly and enemy force actions on a population.
2-250. If the intelligence staff does not have the information it needs to form conclusions, it uses
assumptions to fill information gaps, while ensuring the commander understands when assumptions are
used in place of fact to form conclusions and when those assumptions are expected to be confirmed (see
figure 2-18 on page 82 for a depiction of Step 2 of the IPB process).

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ATP 2-01.3
Figure 2-18. Step 2 of the IPB process

Threat Overlay
2-251. The threat overlay depicts the current physical location of all potential threats in the AO and an
AOI. It includes the identity, size, location, strength, and AO for each known enemy location. Figure 2-19
is an example of a threat overlay.

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ATP 2-01.3
Figure 2-19. Threat overlay example

Modified Combined Obstacle Overlay

2-252. The modified combined obstacle overlay is a joint intelligence preparation of the operational
environment product used to portray the militarily significant aspects of the operational environment, such
as obstacles restricting military movement, key geography, and military objectives. Also called MCOO
(JP 2-01.3). Although not all inclusive, some specific aspects are—
 Friendly and enemy avenues of approach.
 Mobility corridors.
 Natural and constructed obstacles.
 Terrain mobility classifications.
 Key terrain.
2-253. An MCOO provides a basis for identifying mobility corridors and ground avenues of approach. An
MCOO integrates all obstacles to vehicular movement—such as built-up areas, slope, soils, vegetation, and
hydrology—into one overlay. It depicts areas that impede movement (severely restricted and restricted
areas) and those areas where friendly and enemy forces can move unimpeded (unrestricted areas). The
mission and a collaborative effort involving input from each staff section helps tailor the MCOO. Terrain
is classified as severely restricted, restricted, and unrestricted. These terrain mobility classifications follow:
 Severely restricted terrain severely hinders or slows movement in combat formations without
mobility enhancement. Mobility enhancement could consist of committing engineer assets to
improve routes; deviating from doctrinal tactics, such as moving in columns instead of line
formations; or maneuvering at speeds much lower than those preferred. Steep slopes and large or
densely spaced obstacles with little or no supporting roads typically characterize severely

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restricted terrain for armored and mechanized forces. Common techniques for depicting this type
of terrain on overlays and sketches are to mark the areas with green cross-hatched diagonal lines
or color-code them in red.
 Restricted terrain hinders movement to some degree. Improving mobility in restricted terrain
takes little effort, but units may have difficulty maintaining preferred speeds, moving in combat
formations, or transitioning from one formation to another. Restricted terrain slows movement
by requiring zigzagging or frequent detours. Restricted terrain for armored or mechanized forces
typically consists of moderate-to-steep slopes or moderate-to-densely spaced obstacles such as
trees, rocks, or buildings. Swamps or rugged terrain are examples of restricted terrain for
dismounted infantry forces. Logistical or sustainment area movement may be supported by
poorly developed road systems. Common techniques for depicting restricted terrain on overlays
and sketches is marking the areas with green diagonal lines or color-coding them in yellow.
 Unrestricted terrain is free from any restriction to movement. No mobility enhancements are
needed. Unrestricted terrain for armored or mechanized forces is typically flat to moderately
sloping terrain with scattered or widely spaced obstacles such as trees or rocks. Unrestricted
terrain allows wide maneuver by forces and unlimited travel supported by well-developed road
networks. No symbology is needed to show unrestricted terrain on overlays and sketches (see
table D-3 on page 218 for examples of movement rates for mechanized or armored forces in
severely restricted, restricted, and unrestricted terrain).
2-254. Terrain mobility classifications reflect the relative effect of terrain on the different types and sizes
of movement formations. The classifications reflect the ability of forces to maneuver in combat formations
or transition from one type of formation to another. Consider the following:
 Obstacles are only effective if they are covered by observation and fires. However, even
undefended obstacles may canalize an attacker into concentrations, which are easier to detect
and target or defend against. Obstacles are often shown in green on map overlays.
 When evaluating the terrain's effect on more than one type of organization (for example,
mounted or dismounted), obstacle overlays reflect the mobility of the particular force.
 Cumulative effects of individual obstacles should be considered in the final evaluation. For
example, individually, a gentle slope or a moderately dense forest may be an unrestrictive
obstacle to vehicular traffic. Together, the combination of the slope and dense forest might be
restrictive.
 Account for how weather affects mobility (beginning in paragraph 2-257—how to evaluate
weather effects).
 Classifying terrain into various obstacle types reflects only its relative impact on force mobility.
Examples abound of forces surprising an enemy by negotiating supposedly "impassable" terrain.
2-255. Figure 2-20 is an example of an MCOO developed for natural terrain. For urban terrain, graphics
typically depict—
 Population status overlays (population centers, urban areas, political boundaries).
 Logistics sustainability overlays.
 LOCs
 Route overlays (street names, patterns, and widths).
 Bridges (underpass and overpass information).
 Potential sniper and ambush locations (this data will likely be a separate overlay).
 Key navigational landmarks.

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ATP 2-01.3
Figure 2-20. Modified combined obstacle overlay example

Terrain Effects Matrix

2-256. A terrain effects matrix is helpful in explaining an analysis of the terrain. Using the MCOO as a
guide, a terrain matrix describes the military aspects of terrain on friendly and threat operations. The
military aspects of terrain are evaluated by identifying OAKOC. Key terrain is often selected as a decisive
point and a tactical-level or operational-level objective. Evaluate the other four military aspects of terrain
first; then integrate those results to identify and assess key terrain. For example, key terrain might include a
range of hills with good observation and fields of fire overlooking an area providing adversary forces a
number of high-speed avenues of approach (see table 2-22 on page 86 for an example terrain effects
matrix).

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Table 2-22. Terrain effects matrix example

OAKOC factor (military
Terrain effects examples
aspects of terrain)
Sparse vegetation on generally flat desert terrain with observation of 3 to 5 kilometers.
There are 10 kilometers between intervisibility lines.
Observation and fields of Limited air support observation due to sparse terrain and the Earth’s curvature.
fire Fields of fire for direct fire are 300 to 500 meters for small arms.
Intermediate breaks in observation and fields of fire due to runoffs and cuts.
Likely engagement areas.
Primary and secondary road systems for high AAs.
Generally flat terrain with brigade-sized mobility corridors between small villages.
Avenues of approach Railroad in the north running east to west.
(AAs) AA2 is the recommended AA due to its ability to place organic weapon systems in
range before observation from the enemy in the defense.
Airfield used as resupply and troop movements.
Key terrain Dam controls water flow on the river and is the primary objective of the threat.
Restrictive runoffs and cuts run throughout the AO with an average depth of 5 to 10
feet and an average width of 20 feet that runs 6 to 10 kilometers long.
Obstacles Above-ground oil and transport pipeline (on severely restrictive terrain) that runs
through the central width of the AO.
Cover by direct fire systems is provided by intervisibility lines.
Cover and concealment Concealment is limited by the open terrain and sparse vegetation.

Analyze the Military Aspects of Weather

2-257. Weather parameters (or weather variables) that may impact military operations include, but are not
limited to, visibility, wind, precipitation, clouds, temperature, humidity, atmospheric pressure, and sea
state. Planners must understand the weather-limiting thresholds across the Army warfighting functions and
based on current and forecast weather parameters, determine the specific weather-associated effects on
Army warfighting capabilities and integrate these limits into the MDMP.

Visibility
2-258. Visibility refers to the greatest distance that prominent objects can be seen and identified by the
unaided, normal eye. Available light is used to evaluate visibility considering the following factors:
 Begin morning nautical twilight is the start of that period where, in good conditions and in the
absence of other illumination, the sun is 12 degrees below the eastern horizon and enough light
is available to identify the general outlines of ground objects and conduct limited military
operations. Also called BMNT (JP 3-09.3). Light intensification devices are still effective and
may have enhanced capabilities.
 Sunrise is the apparent rising of the sun above the horizon. Rising times depend on latitude.
 Sunset is the apparent descent of the sun below the horizon. Setting times depend on latitude.
 End of evening nautical twilight is the point in time when the sun has dropped 12 degrees below
the western horizon, and is the instant of last available daylight for the visual control of limited
military operations. Also called EENT (JP 2-01.3). At end of evening nautical twilight, no
further sunlight is available.
 Moonrise is the time at which the moon first rises above the horizon. Rising times depend on
latitude.
 Moonset is the time at which the moon sets below the horizon. Setting times depend on latitude.
2-259. Other weather conditions can affect visibility as well. Temperature can affect the use of thermal
sights. Cloud cover and ceiling can negate illumination provided by the moon. Precipitation and other
obscurants have varying effects as well. Low visibility is beneficial to offensive and retrograde operations
because it conceals maneuver forces, thus enhancing the possibility of surprise. Low visibility hinders the
defense because cohesion and control become difficult to maintain, it impedes reconnaissance operations
and it degrades target acquisition.

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Wind
2-260. Wind of sufficient speed from any direction can reduce the combat effectiveness of a force as a
result of blowing dust, smoke, sand, or precipitation. Wind direction is the direction from which the
wind is blowing. For example, a southerly wind blows from south to north. Strong winds and wind
turbulence limit airborne, air assault, and aviation operations. High winds near the ground can lower
visibility due to blowing dust; they also can affect movement or stability of some vehicles. Blowing sand,
dust, rain, or snow reduces the effectiveness and stability of radars, antennas, communications, and other
electronic devices. High winds can also affect persistent friendly and threat detection systems like an
aerostat or unmanned aircraft systems (UASs). Evaluation of weather to support operations requires
information on the wind at the surface as well as at varying altitudes and elevations. Winds also affects the
use of smoke for obscuration and chemical, biological, radiological, and nuclear effects (CBRN).

Precipitation
2-261. Precipitation is any moisture falling from a cloud in frozen or liquid form. Rain, snow, hail,
drizzle, sleet, and freezing rain are common types. Precipitation affects soil trafficability, visibility, and the
functioning of many electro-optical systems needed for IC. Heavy precipitation can have an effect on all
types of military operations.

Cloud Cover and Ceiling

2-262. Cloud cover and ceiling affects ground operations by limiting illumination and can affect the
thermal signature of targets. Heavy cloud cover and ceiling can degrade many intelligence sensors, target
acquisition systems, and general aviation operations. Conversely, low cloud cover and ceiling may increase
the available level of light where ground-based light exists, such as urban areas. Excessive low cloud cover
and ceiling may restrict visibility and limit safe aviation operations.
2-263. Cloud cover and ceiling means the height above the Earth's surface of the lowest layer of clouds or
obscuring phenomena that is reported as broken, overcast, or obscured and not classified as thin or partial.
A ceiling listed as "unlimited" means that the sky is clear or is free of any substantial cloud cover.

Temperature
2-264. Temperature extremes can reduce the effectiveness of troops and equipment capabilities and affect
the timing of combat operations and major operations. Extremely high temperatures in a desert
environment may require dismounted troops to operate at night. High temperatures can affect the lift
capability of medium-rotary-lift assets in high altitudes and elevations. High temperatures can increase fuel
consumption in vehicles, cause overheating, and affect the muzzle velocity of both direct and indirect fire
weapons (155 millimeter howitzers, sniper rifles, and tanks).
2-265. Thermal crossover is the natural phenomenon that normally occurs twice daily when temperature
conditions are such that there is a loss of contrast between two adjacent objects on infrared imagery
(JP 3-09.3). Stated another way, thermal crossover is the condition in which the temperature of a ground-
based vehicle is close to, if not the same as, the surrounding land. As a result of this condition, thermal
optics are unable to detect enemy vehicles until a temperature disparity exists between the land and the
vehicles. Using target acquisition weather software, meteorological and oceanographic personnel can
forecast for thermal crossover and determine specific times that the phenomenon will occur.

Humidity
2-266. Humidity is the water vapor content of the atmosphere, usually expressed as either relative
humidity or absolute humidity. High humidity affects the human body's ability to cool off. Troops in
tropical areas may become less effective due to higher humidity levels.

Atmospheric Pressure (as Required)

2-267. Atmospheric pressure significantly impacts aviation operations. Based on the elevation of the
operational area, atmospheric pressure affects the lift capacity of aircraft, especially rotary-wing and

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tiltrotor aircraft in mountainous terrain. When combined with extreme temperatures, atmospheric pressure
increases the amount of runway an aircraft requires for takeoff (see FM 3-04 for information on aircraft
operations).

Sea State
2-268. Sea state is a scale that categorizes the force of progressively higher seas by wave height
(JP 4-01.6). Stated another way, sea state is the general condition of the surface on a large body of water
with respect to wind waves and swell at a certain location and moment. The sea state—
 Is characterized by statistics, including the wave height, period, and power spectrum.
 Varies with time, as the wind conditions or swell conditions change.
 Can either be assessed by an experienced observer, like a trained mariner, or through instruments
such as weather buoys, wave radar, or remote sensing satellites.
See table 2-23 for sea state data.
Table 2-23. Douglas sea state scale
World Meteorological Organization
Douglas sea Douglas sea
Height (m) Description Height (m) Description
scale degree scale degree
0 No wave Calm (glassy) 5 2.5–4 Rough
1 0–0.1 Calm (rippled) 6 4–6 Very Rough
2 0.5 Smooth 7 6–9 High
3 0.5–1.25 Slight 8 9–14 Very High
4 1.25–2.5 Moderate 9 14+ Phenomenal

Evaluate the Effects of Weather on Military Operations

2-269. Weather and climate have direct and indirect effects on military operations. The following are
examples of direct and indirect effects on military operations:
 Temperature inversions might cause some battle positions to be more at risk to the effects of
chemical agents as a result of atmospheric ducting, a process that occurs when strong high
pressure influences an area and prevents particulates from dispersing into the upper atmosphere.
 Local visibility restrictions, such as fog, can have an effect on observation for both friendly and
threat forces. Severe restrictions to visibility often restrict aviation operations.
 Hot, dry weather might force friendly and threat forces to consider water sources as key terrain.
 Wind determines all CBRNE planning for avoiding dirty sites and establishing clean sites.
 Dense, humid air limits the range of loudspeaker broadcasts affecting sonic deception, surrender
appeals to enemy forces, and the ability to provide instruction to friendly or neutral audiences.
 Sandstorms with high silica content may decrease the strength and clarity of radio and television
signals.
 Altitude and high heat can affect the ability of military equipment to operate at maximum (or
optimal) capacity. For example, in some locations during the summer months of Operation
Enduring Freedom in Afghanistan, the UH-60 helicopter was unable to carry its full complement
of passengers.
See appendix N for more discussion on environmental considerations.
2-270. Weather effects matrices and operational impacts charts are guides for determining weather effects
on personnel, weapons, and equipment needed for planning and operations (figure 2-21 is an example of a
weather forecast and impacts chart).

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ATP 2-01.3
Figure 2-21. Weather forecast and impacts chart example

Analyzing Civil Impacts on Operations

2-271. Analyzing civil considerations impacts several aspects of operations, including selection of
objectives; location, movement, and control of forces; use of weapons; and protection measures. The
intelligence staff should leverage the rest of the staff, and outside agencies who have expertise in civil
considerations to analyze intelligence in this area. Leverage nonorganic units, agencies, organizations, or
Services that are not deploying with the unit, but have relevant regional knowledge, to assist in generating
intelligence. These assets can be especially useful when analyzing cyberspace considerations, which may
not be an organic area of expertise in intelligence staffs.

STEP 3. EVALUATE THE THREAT

2-272. The purpose of evaluating the threat is to understand how it can affect friendly operations.
Although threat forces may conform to some of the fundamental principles of warfare that guide Army
operations, these forces have obvious, or subtle, differences in how they approach situations and problem
solving. Understanding these differences is essential to understanding how a threat force will react in a
given situation. Threat evaluation does not begin with IPB. The intelligence staff conducts threat evaluation
and develops models as part of the generate intelligence knowledge task of support to force generation.
Intelligence staffs refine these models as necessary to support IPB.

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2-273. When analyzing a well-known threat, intelligence staffs may rely on previously developed models.
When analyzing a new or less well-known threat, intelligence staffs may need to evaluate and develop
models during the mission analysis step of the MDMP. When this occurs, the intelligence staff relies
heavily on the threat evaluation conducted by higher headquarters and other intelligence agencies (see
figure 2-22 for a depiction of Step 3 of the IPB process).

ATP 2-01.3
Figure 2-22. Step 3 of the IPB process

Identify Threat Characteristics Order of Battle

2-274. During Steps 1 and 2 of the IPB process, the intelligence staff identifies and defines each
individual threat within the AOI. During Step 3, the intelligence staff analyzes characteristics of, and
develops threat models for, each of these threats.
2-275. Intelligence staffs consider 11 broad areas when analyzing threat characteristics order of battle:
composition, disposition, strength, combat effectiveness, doctrine and tactics, support and relationships,
electronic technical data, capabilities and limitations, current operations, historical data, and miscellaneous
data (see MCTP 2-10B for a discussion on threat order of battle factors).

Technique: When operating against a new or emerging threat, the intelligence staff develops new data
files for each of these threats. Other units’ and organizations’ data files may also assist the intelligence
staff in developing products.

Composition
2-276. Composition describes a threat's identity, how it is commanded and controlled, and how it is
organized and equipped: the number and types of personnel, weapons, and equipment available for a given
operation. Staffs use line and block chart products to visually see a threat's composition. Understanding a
threat's composition—

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 Is essential in determining its capabilities and limitations.

 Assists in constructing threat models that assist in developing valid enemy COAs and friendly
counteractions.
 Assists in determining a threat's combat effectiveness.
 Assists in conducting combat assessment.
2-277. Composition applies to specific units or commands, as opposed to types of units, and how an entity
is commanded and controlled. Military forces have distinct and well-defined organizational structures
generally built around a linear chain of command. These forces include air and ground forces that,
regardless of national origin, generally follow a modern or contemporary military organizational model.
Regular forces are normally self-identified and organized similarly to friendly forces. Irregular forces also
have distinct and well-defined organizational structures, but are generally cellular in nature and directed
through a decentralized chain of command usually unique to the area or conflict. Regardless of the type of
threat, knowing its structure assists in understanding its capabilities and limitations.

Identifying Threat Forces

2-278. The identity and organization of forces belonging to the world's various nation-states are generally
known by the U.S. intelligence community and maintained by the National Ground Intelligence Center.
The National Ground Intelligence Center also maintains databases on non-state military capabilities such as
paramilitary forces. Army special operations forces are able to provide information and intelligence on
foreign paramilitary, conventional military, partisan, and non-state actor capabilities due to their unique and
enduring placement and access in support of globally integrated operations and combatant commander
campaign plans. This intelligence holding is vital to understanding the threat prior to armed conflict. U.S.
intelligence staffs can access these data, as needed, to support respective commands. The composition of
these different types of forces and threats can vary greatly from being well organized around a central
command structure to being a highly decentralized and autonomous organization. While state military
forces are easily illustrated via organizational charts depicting numbers and types of units, personnel,
weapon systems, and equipment associated with those units, organizational charts also can be adapted to
depict other threats. Figure 2-23 on page 92 is an example organization of a conventional threat force.

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ATP 2-01.3
Figure 2-23. Threat force organizational chart example

Create or Refine Threat Models

2-279. Threat models accurately portray how those forces normally execute operations and how they have
reacted to similar situations in the past. This also includes knowledge of threat capabilities based on the
current situation. Threat models are initially created by analyzing information in various databases
concerning normal organization, equipment, doctrine, and tactics, techniques and procedures. Higher
agencies and organizations create some threat models. In immature operational environments or when new
threats emerge, intelligence staffs develop new models. Developers use all available sources to update and
refine the models.
2-280. Threat characteristic files with information that assists intelligence analysts in making conclusions
about operations, capabilities, and vulnerabilities are the most useful sources for updating. Integrating staffs
while developing threat models is essential to achieving the most accurate depiction of how a threat
conducts operations in ideal situations with no terrain constraints.
2-281. A threat model is an analytical tool that assists in developing situation templates (SITEMPs)
during Step 4 of the IPB process. Developing threat models consists of three steps:
 Convert threat doctrine or patterns of operations to graphics (threat template).
 Describe the threat's preferred tactics, options, and peculiarities.
 Identify HVTs.

Convert Threat Doctrine or Patterns of Operations to Graphics

2-282. Threat templates graphically portray how the threat might use its capabilities to accomplish its
objectives when not constrained by the effects of the operational environment. Threat templates are
developed to depict a threat's disposition and actions for a particular type of operation (for example,

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offense, defense, insurgent ambush, or terrorist kidnapping). When possible, templates should be
graphically depicted as an overlay, on a command and control system, or through some other means.
2-283. Threat templates are tailored to the needs of the unit or staff creating them. For example, an
intelligence section's threat template differs in scope from a brigade or battalion intelligence section's
template. Some threat templates consider threat forces as a whole while others focus on a single
warfighting function, such as intelligence or fires support. Other products depict pattern analysis, time
event charts, and association matrices. Threat templates may depict, but are not limited to, unit frontages,
unit depths, boundaries, EAs, and obstacles.
2-284. When creating threat templates—
 Construct templates by analyzing the intelligence database and evaluating the threat's past
operations.
 Determine how the threat normally organizes for combat and how it deploys and employs its
forces and assets.
 Look for patterns in how the threat organizes its forces and uses time, distance, relative
locations, groupings, and terrain and weather.
2-285. Templating requires continuous refinement to accurately portray threat patterns, activities, and
practices. Because implementation time is a consistent planning factor, an analyst can evaluate
implementation time to determine the likelihood of location or participants. Figure 2-24 on page 94 depicts
a threat template.

Describe the Threat's Tactics, Options, and Peculiarities

2-286. When creating the threat model, consider the threat's tactics, options, and peculiarities.

Tactics
2-287. A threat model describes a threat's preferred tactics, including, but not limited to, defend, reinforce
or retrograde, attack, withdraw, and disrupt. A description is required even if preferred tactics are depicted
in graphic form. This allows the template to become more than a "snapshot in time"; the template assists in
mentally war gaming the operation during the development of threat COAs and SITEMPs.

Options
2-288. List options in a description such as identified threat capabilities, branches, and sequels. Branches
and sequels are used primarily for changing deployments or direction of movement and accepting or
declining combat. Branches provide a range of alternatives often built into the basic plan. Sequels
anticipate and plan for subsequent operations based on the possible outcomes of the current operation. List
branches and sequels available to the threat in success or failure. For example, the threat might sequel a
successful attack with a pursuit, or if an attack begins to fail, a branch plan might include committing
reserves or shifting the main effort. Should a threat attack fail, a preferred sequel might be a hasty defense.
2-289. Also describe—
 Supporting warfighting functions' relevant actions in order to identify and develop HVTs and
examine timelines and phases of operations because target values may change from phase to
phase.
 Threat objectives. Threat objectives are often, but not always, what the unit's mission tries to
prevent. Threat objectives also are actions the threat takes to prevent a unit from accomplishing
its mission. Threat objectives are specific to the type of threat, the AO, the unit's composition
and mission, and other factors, such as when and where a unit transitions from one form of
maneuver to another. Threat objectives are explained in terms of task, purpose, and end state. A
number of different functions must be executed each time a threat force attempts to achieve a
goal.

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Peculiarities
2-290. Planners research and annotate any threat peculiarities pertaining to the operation, which can help
friendly commanders. For instance, if research shows that threat forces lack sufficient armor-piercing
120-millimeter tank rounds, a friendly commander can use this information to formulate when and where to
use armored assets. Other peculiarities include, but are not limited to—
 Fuel shortages.
 Insufficient obstacles to protect defensive sites.
 Lack of IC assets to collect on specific avenues of approach.
 Lack of leadership and training to conduct simultaneous counterattacks in multiple locations.

ATP 2-01.3
Figure 2-24. Description of a threat model example

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Identify High-Value Targets

2-291. A high-value target is a target the enemy commander requires for the successful completion of the
mission. Also called HVT (JP 3-60). The following techniques may be useful in identifying and evaluating
HVTs:
 Identify HVTs from—
 Existing intelligence studies.
 Evaluation of databases.
 Size, activity, location, unit, time, and equipment reports.
 Patrol debriefs.
 Threat templates and threat capabilities statements.
 Use of tactical judgement.
 Review threat TTP and previous threat operations and also understand the threat's task, purpose,
method, and end state.
 Consider that HVTs usually, but not always, fall within non-maneuver warfighting functions
(command and control, intelligence, fires, sustainment, and protection).
 Identify key assets to executing the primary operation or sequels.
 Determine how the threat might react to the loss of each identified HVT. Consider the threat's
ability to substitute other assets as well as adopt branches or sequels.
 Conduct mental war gaming, think through the operation, and consider how the threat will use
assets (such as fires support; chemical, biological, radiological, nuclear, and high-yield
explosives; and engineers) from each of the warfighting functions.
2-292. As analysts identify key assets (see table 2-24 on page 94), they group them into categories to
identify threat objectives. Categories include, but are not limited to, the warfighting functions and
cyberspace:
 Command and control.
 Movement and maneuver.
 Intelligence.
 Fires.
 Sustainment.
 Protection.
 Cyberspace.

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Table 2-24. High-value target list developed in Step 3 of IPB (example)

ATP 2-01.3
Threat element Example high-value targets
Commander’s variant main battle tank (T-72 Artillery command and
Command and BK) reconnaissance vehicle (1V14-3)
control Command and staff vehicle (BMP 1KShM) Command infantry fighting vehicle
SAM system fire control (SA-15b) (BMP-3K)
Main battle tank (T-72B) Towed mechanical minelayer (PMZ-
Movement and Excavating vehicle (MDK-3) 4)
maneuver Tracked minelaying vehicle (GMZ-3) Mine-clearing plow attached (KMT-8)
Infantry fighting vehicle (BMP-3) Armored personnel carrier (BTR-80)
NBC reconnaissance vehicle (RKhm 4-01) NBC reconnaissance vehicle
Protection
(BRDM-2RKh)
122-mm multiple rocket launcher (BM 21) 120-mm self-propelled mortar (2S12)
30-mm self-propelled antiaircraft gun/missile Man-portable SAM system (SA-18)
Fires system (2S6M1) SAM system (SA-15b)
152-mm self-propelled howitzer (2S19M1) SAM system (SA-13b)
Signal van (GAZ-66) Short range drone (ORLAN-10)
Intelligence Battlefield surveillance radar (SNAR-10) SAM system radar system (SA-15b)
Armored scout car (BRDM) Artillery locating radar (ARK-1M)
Tactical utility vehicle (UAZ-469) 4.5-mT 6x6 cargo truck (URAL-4320)
Sustainment
2-mT 4x4 cargo truck (GAZ-66)
mT metric ton SAM surface-to-air missile

Time Event Chart

2-293. After identifying HVTs, analysts place them in order of their relative value to a threat's operation
and record them as part of a threat model. The value of the HVTs varies over the course of an operation.
Analysts can use a time event chart (see figure 2-25) to assist in identifying HVTs over the course of an
operation. A time event chart provides a method for visualizing individual or group actions
chronologically. The chart helps analysts identify which assets threat forces need to conduct certain
operations. Staffs should identify and annotate changes in the value of HVTs over time (see ATP 2-33.4 for
more information on time event charts).

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ATP 2-01.3
Figure 2-25. Time event chart example

2-294. Identifying HVTs helps staffs create HPTs. HPTs can include various threat considerations
potentially detrimental to the success of friendly missions. HPTs are incorporated into the scheme of fires
and then used to create target selection standards and attack guidance matrices.

STEP 4. DETERMINE THREAT COURSES OF ACTION

2-295. During Step 4, the intelligence staff identifies and develops possible threat COAs that can affect
accomplishing the friendly mission. The potential of an unanticipated enemy action surprising a
commander is minimized when all valid threat COAs are identified and developed. The threat COAs aid in
developing friendly COAs since it is the "problem" that friendly forces must solve.
2-296. Failure to develop all valid threat COAs may lead to the development of an IC strategy that does
not provide the information necessary to determine what COA the enemy has taken and, therefore, may
result in the enemy surprising the commander. When needed, the staff identify all significant civil
considerations (this refers to civil considerations identified as significant characteristics of the operational
environment) so that the interrelationship of threat and friendly forces, as well as population activities, is
portrayed. Figure 2-26 on page 98 depicts Step 4 of the IPB process (see ATP 2-01.3 for further detail on
how to execute each step of IPB).

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ATP 2-01.3
Figure 2-26. Step 4 of the IPB process

Technique: Staffs develop threat COAs in the same manner friendly COAs are developed. Although
written specifically as a guide to develop friendly COAs, the COA development discussion in ADP 5-
0 is consistent with threat doctrine and can be an excellent model to use in developing valid threat
COAs (feasible, acceptable, suitable, distinguishable, and complete). Although the intelligence staff
has primary responsibility for developing threat COAs, they need assistance from other staffs to ensure
the most accurate and complete analysis is presented to the commander.

Develop Each COA in the Amount of Detail Time Allows

2-297. A threat COA consists of the following products—
 Situation template for the threat COA.
 Threat COA statement.

Situation Template for the Threat COA

2-298. A situation template is a depiction of assumed adversary dispositions, based on that adversary's
preferred method of operations and the impact of the operational environment if the adversary should adopt
a particular course of action (JP 2-01.3). A SITEMP graphic depicts a potential threat COA as part of a
particular threat operation. It usually depicts the most critical point in the operation as agreed upon by the
commander, the operations officer, and the intelligence officer (see figure 2-27 on page 100 for an example
SITEMP graphic). An operation may require, however, the preparation of several templates as overlays
representing different "snapshots in time," starting with the threat's initial array of forces. These snapshots
in time are useful for depicting—
 Points where the threat might adopt branches or sequels to the main COA.
 Places where the threat is especially vulnerable.
 Other key points in the battle, such as initial contact with friendly forces.
2-299. SITEMPs are developed using the threat's current situation and are based on threat doctrine and the
effects of terrain, weather, and civil considerations. SITEMPs can include—
 Doctrinal rates of march (see appendix E).
 Time phase lines.
 Graphic control measures, including, but not limited to—

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 Obstacles (natural and reinforcing).

 EAs.
 Enemy disposition, composition, disposition, and strength.
 Task, purpose, method, and end state.
 Key enemy weapon systems range fans.
 Avenues of approach.
 NAIs and TAIs.
2-300. The threat SITEMP is modified based on significant effects the operational environment may have
on the threat COA. For example, the threat may prefer to establish battle positions 1 to 1.5 kilometers apart,
but terrain may force the threat to increase this distance to protect its flanks (see figure 2-27 on page 100).
2-301. To construct a SITEMP, analysts can use the following process:
 Begin with the threat template developed as part of the threat model during Step 3 of the IPB
process. Overlay the threat template on those products depicting operational environment effects
on operations (typically, the MCOO, but this may vary depending on the operation and
situation).
 Adjust the dispositions portrayed on the threat template to account for operational environment
effects.
 Since many options are available, use judgement and knowledge of the threat's preferred
tactics and doctrine as depicted in the threat model.
 Attempt to view the situation from the point of view of the threat commander when
selecting from threat templates. Additionally, orient the map from the threat point of view.
 Consider the operational environment, including but not limited to terrain, weather, and civil
considerations.
 Check the SITEMP. Account for all threat major assets, ensuring no inadvertent duplications.
 Ensure the template reflects the main effort identified for the COA.
 Compare depicted dispositions to the threat's known doctrine and check for consistency.
 Consider the threat's capability to present an ambiguous situation in order to achieve
surprise.
 Include as much detail on the SITEMP as time and the situation warrant. For example, if the
threat is defending.
 Identify likely engagement areas, reinforcing obstacle systems, and counterattack objectives
that form part of the defensive COA.
 Depict the locations and activities of the HVTs listed in the threat model.
 Use the description of preferred tactics that accompanies the threat model as a guide.
 Think through the threat COA scheme of maneuver.
 Visualize how the threat may transition from its current positions to those depicted on the
template.
 Mentally war-game the scheme of maneuver from positions depicted on the template through the
COA's success or failure.
 Identify points where forces may transition from one formation to another.
 Identify how each threat characteristic fits in and supports the operation.
 Evaluate time and space factors to develop time phase lines depicting threat movement. Draw
time phase lines on the template depicting the expected progress of attacking forces and
movement of forces in the deep and support battle areas.
 Base time phase lines on the threat's doctrinal rates of movement, with some modification.
 Evaluate actual movement rates, as revealed in the database, with written doctrine.
 Consider operational environment effects on mobility.
 If contact with friendly forces is expected, mentally war-game the effects this may have on
the threat's speed.

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 When placing time phase lines (assuming that time-consuming planning, issuance of orders,
reconnaissance, and logistical preparations may occur during movement), consider only the
time—
 Required to adopt movement formations.
 To conduct movement to the selected location.
 For the unit to close after arrival.
 During COA analysis of the SITEMPs against potential friendly COAs, update time phase lines
to consider when threat movement may be triggered or how the threat might be influenced by
friendly actions.

Note. Analysts may need to reach out to outside organizations such as the National Ground
Intelligence Center to attain accurate and up-to-date doctrinal rates.

ATP 2-01.3
Figure 2-27. Situation template example

Threat COA Statement

2-302. Every threat COA includes a threat COA SITEMP and a threat COA statement, which is a
narrative that describes the SITEMP. Figure 2-28 illustrates a threat COA statement.

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ATP 2-01.3
Figure 2-28. Division threat COA statement example

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Refine High-Value Targets for Each COA

2-303. Refining HVTs involves mentally war gaming a threat COA to determine the assets required to
complete the mission. This process—
 Uses the high-value target list developed in Step 3 of the IPB process as a guide.
 Determines the effects on the threat COA if the targets are lost.
 Identifies possible threat responses if the target is lost.
2-304. Based on the situation, one or more targets from the threat model may be validated as HVTs.
Targets that were not identified in the threat model may also be HVTs. During planning, the staff uses the
HVT list developed for each threat COA to construct the HPT list.

Identify Initial Collection Requirements for Each COA

2-305. After identifying the full set of potential threat COAs, the staff develops the tools necessary to
determine which COA the threat may implement. Because the threat has not acted yet, this determination
cannot be made during IPB. However, the staff can develop the information requirements and indicators
necessary to support construction of an information collection plan that can provide the information
necessary to confirm or deny threat COAs and locate enemy targets (see the IC section, starting in
paragraph 2-312 and FM 3-55, for more on IC).
2-306. Information requirements, in intelligence usage, are those items of information regarding the
adversary and other relevant aspects of the operational environment that need to be collected and processed
in order to meet the intelligence requirements of a commander. Also called IR (JP 2-0). Identifying and
monitoring indicators are fundamental tasks of intelligence analysis, because indicators are the principal
means of avoiding surprise. Indicators are often described as being forward looking or predictive in the way
they are developed and applied to a specific situation. Table 2-25 is an example of offensive indicators.

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Table 2-25. Offensive indicators example

ATP 2-01.3
Activity Explanation
Massing of maneuver elements, armor, May indicate the main effort by weakening areas of secondary
artillery, and logistic support. importance.
Deployment of combat elements on May provide maximum combat power at attacking point by reducing
relatively narrow frontage (not forced by frontages.
terrain). Likely threat decisive effort.
Massing of indirect fire support assets. May indicate initiation of main effort.
Extensive artillery preparation of up to 50
Initiates preparation preceding an attack.
minutes in duration or longer.
Can indicate formation of combined arms assault formations with tanks
Dispersal of tanks and self-propelled
accompanying the leading maneuver elements and artillery following in
artillery to forward units.
bounds.
Provides depth to threat offensive operations.
Surface-to-surface missile units located Places friendly support and unassigned areas in range.
forward. May also indicate, when employed alone, harassing or special weapons
(chemical) delivery.
Antiaircraft artillery and mobile surface-
Provides increased protection to massed forces before attack.
to-surface missiles located well forward
Extends air defense umbrella forward as units advance.
with maneuver elements.
May precede an attack.
Demonstrations and feints.
May deceive actual point of attack.
Establishment and strengthening of Protects assembly areas and forces as they prepare for attack.
counterreconnaissance screen. May be effort to prevent friendly forces from seeing attack preparations.
Concentration of mass toward one or May indicate intent for single or double envelopment, particularly if
both flanks within the forward area. massing units are armor heavy.
Increased patrolling or ground May indicate efforts to gather detailed intelligence regarding friendly
reconnaissance. dispositions before attack.
CPs located well forward; mobile CPs Indicates preparation to command an offensive operation from as far
identified. forward as possible.
Movement of noncombatants from the Indicates preparation for rapid forward advance of troops and follow-on
AO. forces.
Often indicates major attacks, particularly against fortified positions or
Extensive conduct of drills and
strongly defended natural or constructed barriers, which require rehearsal
rehearsals in unassigned areas.
of specialized tactics and skills.
Unit completes rehearsals.
Cessation of drills and rehearsals.
Unit prepares for offensive operations.
May indicate movement of additional forces to the front to sustain a major
Increased activity in supply,
attack.
maintenance, and motor transportation
Stocking of sustainment items, such as ammunition and medical supplies,
areas.
before an attack.
Increased aerial reconnaissance Threat effort to collect further intelligence on friendly dispositions or
(including unmanned aircraft systems). defensive positions.
Indicates preparation for increased sorties for aircraft and faster
Establishment of forward arming and
turnaround time and aviation sustainment.
refueling points, auxiliary airfields, or
Indicates preparation to support offensive operations with aircraft as far
activation of inactive airfields.
forward as possible.
Facilitates forward movement and grouping of assault units, particularly at
Clearing lanes through own obstacles.
night, and usually immediately precedes an attack.
Reconnaissance, marking, and
destruction of defending force’s Indicates where assaults will occur.
obstacles.
Gap-crossing equipment (swimming
vehicles, bridging, ferries, assault boats)
Expect a substantial effort to cross a water obstacle during a main attack.
located in forward areas (provides large
water obstacle or gap).
Airborne or air assault operations likely indicates efforts to attack friendly
Staging of airborne, air assault, or
commands, communications, or sustainment nodes.
Special Forces with transportation assets
May indicate a main effort in which airborne forces will link with ground
such as transport aircraft or helicopters.
maneuver forces.
May indicate intent to conduct offensive operations, but increased traffic
Increased signals traffic or radio silence. could also be an attempt to deceive.
Radio silence denies information derived from signals intelligence.
Signals intelligence and electromagnetic
Provides electromagnetic attack and surveillance support for the attack.
warfare assets located forward.

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Develop the Event Template and Matrix

2-307. Intelligence staffs develop event templates and event matrices as analytical planning tools. An
initial event template and event matrix are normally developed before COA analysis, refined during COA
analysis, and further refined during execution as the situation changes. In addition to using the event
template and matrix to support their own planning, the staff normally disseminates the event template to
subordinate units to assist them in developing their IC plans.
2-308. An event template is a guide for collection planning that depicts the named areas of interest where
activity, or its lack of activity, will indicate which course of action the adversary has adopted (JP 2-01.3). It
is a graphic overlay used during the COA analysis step of the MDMP to confirm or deny enemy COAs. An
event template also is used to develop an IC overlay or matrix and a DST during COA analysis. The event
template is used during the execution phase of the operations process to assist in determining which COA
the enemy has adopted. An event template is accompanied by an event matrix.
2-309. An event template consists of—
 Time phase lines. Time phase lines are linear geographic areas depicting when enemy activity
may occur.
 NAIs. A named area of interest is a geospatial area or systems node or link against which
information that will satisfy a specific information requirement can be collected, usually to
capture indications of adversary courses of action. Also called NAI (JP 2-01.3). Although NAIs
are usually selected to capture indications of threat COAs, they may also be related to conditions
of the operational environment.
 Enemy decision points. 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.
2-310. Constructing an event template is an analytical process that involves comparing multiple threat
COAs developed earlier in Step 4 of the IPB process to determine the time or event and the place or
condition in which a threat commander must make a decision on a particular COA. To create an event
template—
 Begin with the SITEMP.
 Evaluate each COA to identify associated NAIs.
 Determine where events may occur that differentiate between threat COAs. These areas evolve
into NAIs. Evaluate both time phase lines and DPs.
 Determine what action confirms or denies a particular threat COA (indicators).
 Determine the specific hour at which a particular event occurs (H-hour).
 Compare and contrast NAIs and indicators associated with each COA against the others and
identify their differences.
 Focus on the differences that may provide the most reliable indicators of the adoption of each
unique COA.
 Mark the selected NAIs on the event template.
 Upon refining, overlay the threat COAs with DPs and NAIs.
2-311. Figure 2-29 and Figure 2-30 on pages 105–106 provide examples of how to illustrate the
mechanics of this process. The figures display minimal (not all-inclusive) information on the event
template. In threat doctrine, these types of defensive tasks are tactical methods and guides to the design of
operational COAs.

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ATP 2-01.3
Figure 2-29. Constructing an event template

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ATP 2-01.3
Figure 2-30. Completed event template and associated event matrix example

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INFORMATION COLLECTION
2-312. This topic information is derived from ATP 2-01 and FM 3-55.
2-313. 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 (FM 3-55). Information collection activities provide commanders with
detailed, timely, and accurate intelligence, enabling them to visualize threat capabilities and vulnerabilities
and to gain situational understanding. Information collected from multiple sources and analyzed becomes
intelligence that provides answers to CCIRs as part of an evolving understanding of the AO. These
activities contribute to the achievement of a timely and accurate common operational picture (COP). By
answering the CCIRs, IC commanders can make informed decisions. This includes plan requirements and
assess collection, task and direct collection, and execute collection.

PLAN REQUIREMENTS AND ASSESS COLLECTION

2-314. The intelligence staff collaborates with the operations officer and the entire staff to receive and
validate requirements for collection, prepare requirements planning tools, recommend collection assets and
capabilities to the operations staff, and maintain synchronization as operations progress (see ATP 2-01 for a
detailed discussion of this topic).

TASK AND DIRECT COLLECTION

2-315. The operations officer, based on recommendations from the staff and guidance from the
commander, tasks, directs, and when necessary, re-tasks IC assets (see chapter 4 of FM 3-55 for more
information on tasking and directing IC).

EXECUTE COLLECTION
2-316. Execute collection focuses on requirements tied to the execution of tactical missions, such as
reconnaissance, surveillance, security, and other intelligence operations and based on the CCIRs.
Collection activities acquire information about the threat and the AO and provide that information to
intelligence processing and exploitation elements. Collection activities begin soon after receipt of mission
and continue throughout preparation and execution of the operation. These activities do not cease at the end
of a mission but continue as required. This allows the commander to focus combat power, execute current
operations, and prepare for future operations simultaneously. Subtasks of collection execution are—
 Establish technical channels and provide guidance.
 Collect and report information.
 Establish a mission intelligence briefing and debriefing program.

INFORMATION COLLECTION ACTIVITIES

2-317. Like many other staff processes, IC to close intelligence gaps is cyclical in nature and never
complete. Identification of information still undiscovered, combined with a continuous influx of new
information requirements, leads to continuous collection planning. In a similar vein, the gaps or new
requirements that cause new collection planning lead to repositioning or re-tasking of collection assets.
Reports resulting from an IC process are analyzed by the operations and intelligence sections, leading to
"intelligence." Figure 2-31 on page 108 depicts IC activities.
2-318. Intelligence is the product resulting from the collection, processing, integration, evaluation,
analysis, and interpretation of available information concerning foreign nations, hostile or potentially
hostile forces or elements, or areas of actual or potential operations (JP 2-0). The term is also applied to
activities that result in the product and to organizations engaged in those activities. Reconnaissance,
security, intelligence operations, and surveillance are ways of gathering information, with the means
ranging from national and joint collection capabilities to individual Soldier observations and reports.
Intelligence products assist commanders and staffs in the decision-making process.

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FM 3-55
Figure 2-31. Information collection activities

2-319. The result of the IC effort is a coordinated plan that supports the operation. Assessment of
information and intelligence will cause the staff to refine the plan via FRAGORDs to the current plan to re-
task or re-mission assets and units.
2-320. Effective IC activities—
 Provide relevant information and intelligence products to commanders and staffs.
 Provide combat information to commanders.
 Contribute to situational awareness and facilitate continuous situational understanding.
 Develop a significant portion of the COP, vertically and horizontally, for organizations,
commanders, and staffs.
 Support the commander's visualization, permitting more effective command and control.
 Answer the CCIRs.

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 Facilitate information preparation of the battlefield.

 Support effective, efficient, and accurate targeting.
 Identify risks and opportunities.

INFORMATION COLLECTION PLANNING

2-321. Commanders and staffs continuously plan, task, and employ collection assets and forces to collect
information. They request information and resources through higher echelons. This information and
intelligence helps commanders turn decisions into actions.
2-322. Information collection planning is crucial to mission success. Four fundamentals required to plan,
synchronize, and integrate IC activities are—
 Information collection effort driven by the commander.
 Full staff participation in synchronizing and integrating IC.
 Collection capability, either organic or augmented by nonorganic resources, to conduct IC.
 Capability to analyze and produce intelligence to conduct IC.
2-323. Commanders must quickly and clearly articulate their CCIRs to the staff during the IC planning
process. This enables the staff to facilitate the commander's vision and decision making by focusing on the
CCIRs.

PRIMARY INFORMATION COLLECTION TASKS AND MISSIONS

2-324. Information collection includes all activities and operations that gather data and information used
to create knowledge and support the commander's requirements, situational understanding, and
visualization. Commanders achieve IC when they conduct all collection tasks together with an operation.
The appropriate mix of collection tasks and operations helps satisfy many different requirements. It also
ensures that the operations and intelligence working group does not favor or become too reliant on one
particular unit, discipline, or system. The Army has four tasks it conducts primarily in support of the IC
plan (see appendix C for more details):
 Reconnaissance.
 Surveillance.
 Security operations.
 Intelligence operations.

ROLE OF THE COMMANDER AND STAFF IN INFORMATION COLLECTION

2-325. The commander and staff are as important to the IC process as a coaching staff is to a professional
football team. Success or failure of a team is directly related, not only to the vision of the coaching staff,
but also to their ability to communicate a commander's visualization and provide team members with the
proper tools and training to accomplish that vision. While collection is ongoing, the commander and staff
plan, prepare, and assess that collection; monitor the status of collection assets; and provide the assets with
life support needs.

The Role of the Commander

2-326. Commanders must understand, visualize, describe, direct, lead, and assess all operations.
Understanding is fundamental to a commander's ability to establish the situation's context. Understanding
involves analyzing and comprehending operational and mission variables in an operational environment. It
is derived from applying judgement to a COP through the filter of commander's knowledge and experience.
2-327. Numerous factors determine a commander's depth of understanding. Information collection and the
resulting intelligence products help a commander understand the AO. Formulating CCIRs and keeping
them current also contributes. Maintaining understanding is a dynamic ability; a commander's situational
understanding changes as an operation progresses.

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2-328. Commanders participate in IC planning and direct IC activities by-

 Asking the right questions to focus the efforts of the staff.
 Knowing the enemy. Personal involvement and knowledge have no substitutes.
 Stating intent clearly and designating clear CCIRs.
 Understanding IC assets and resources to exploit the assets' full effectiveness.
2-329. Commanders prioritize collection activities by providing their guidance and commander's intent
early in a planning process. Commanders-
 Identify and update CCIRs.
 Ensure CCIRs are tied directly to the scheme of maneuver and decisions.
 Limit CCIRs to only their most critical needs.
 Aggressively seek out, through intelligence reach, higher echelon's collection analysis.
 Ensure CCIRs include LTIOV or the event by which the information is required.

Technique: A key to effective staff synchronization of the operations and intelligence processes is to
ensure that the IPB process and the IC process are integrated. Staff members play an important role in
each of these staff processes. Gaps discovered during initial IPB form the basis for information
requirements; which drive IC activities; which answer and ultimately close those information gaps.
Ultimately, this cyclic function aids the commander in developing and maintaining a better
understanding of the battlefield situation.

Commander's Needs
2-330. Staffs synchronize and integrate information activities with warfighting functions based on the
higher commander's guidance and decisions. A commander's knowledge of collection activities enables
them to focus staff and subordinate commanders in planning, preparing, executing, and assessing IC
activities for the operation.
2-331. Commanders must understand the overall concept of operations from higher headquarters to
determine specified and implied tasks and information requirements. There are a finite number of assets
and resources for information collection activities, therefore, commanders must prioritize these assets.
Commanders communicate this as guidance for planners and the staff. Commanders visualize how multiple
collection components work together and understand how their unit's activities fit into and contribute to
those of higher, adjacent, and lower echelons.

Commander's Guidance
2-332. Commanders aid planning by providing guidance. This includes guidance on acceptable levels of
risk for IC planning and guidance for collection assets and collection tasks. Commanders issue formal
guidance at three points in the planning process:
 Commander's initial guidance is provided following receipt of mission.
 Initial planning guidance follows mission analysis to guide COA development.
 Refined commander's intent, CCIRs and EEFIs after the COA decision but before the final
WARNORD.

Commander's Initial Guidance

2-333. For IC planning, initial guidance includes—
 Initial timeline for IC planning.
 Initial IC focus.
 Initial information requirements.
 Authorized movement.
 Collection and product development timelines.

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2-334. An initial WARNORD can alert IC assets to begin collection activities. If this is the case, the
initial WARNORD includes—
 Named areas of interest covered.
 Collection tasks and specific information requirements.
 Precise guidance on the infiltration method, reporting criteria, timelines, fire support, and
casualty evacuation (CASEVAC) plan.
See appendix C for details on commander's initial guidance required for reconnaissance operations.

Initial Planning Guidance

2-335. Commanders issue planning guidance following the approval of the restated mission and mission
analysis brief. Part of a commander's planning guidance, the initial CCIR and any portion that concerns IC
guidance, is directly related to collection activities. The guidance for planning should contain sufficient
information for the operations and intelligence sections to develop and draft the IC plan. If the commander
does not present the required information, the operations officer must ask for it. At a minimum, a
commander's planning guidance includes—
 Current CCIRs.
 Focus and tempo.
 Engagement criteria.
 Acceptable risk to assets.
2-336. Commanders issue their intent with their initial planning guidance. The staff verifies that the draft
IC plan is synchronized with the commander's intent and assess any ongoing IC activities. The staff
recommends changes to support the commander's intent, CCIRs, and concept of operations.

Refined Commander's Intent, CCIR, and EEFI

2-337. After the decision brief, the commander selects a COA and issues final planning guidance. Final
planning guidance includes any new CCIRs, including the LTIOV and rehearsals.

The Role of the Staff

2-338. The COS or XO directs the efforts of coordinating and special staff officers, integrates and
synchronizes plans and orders, and supervises management of the CCIRs. Intelligence officers work with
the entire staff to identify collection requirements, including those assets and resources that provide
answers to the CCIRs, and implement the IC plan. Intelligence staffs determine collection requirements
(based on input from the commander and staff), develop an information matrix, and continue to work with
the staff to create the IC plan.
2-339. The operations and intelligence officers collaboratively develop an IC plan and ensure its
synchronization with the operations plan. Throughout the planning process, staffs develop requirements,
including CCIRs, and put those into the IC plan. Staffs also monitor the situation and progress of the
operation toward the commander's desired goal. They prepare and update running estimates and determine
if adjustments to the operation are required. Throughout the process, the staff continually updates an IC
plan when the situation changes, requirements are answered, or new requirements emerge.
2-340. The 2X is the counterintelligence and human intelligence operations manager who works directly
for the intelligence officer. The 2X manages counterintelligence and human intelligence operations in
support of the overall unit operation. By coordinating with the intelligence officer, a 2X helps to plan IC,
task human intelligence collection assets, and determine which assets would best answer information
requirements. This information aids in developing requirements planning tools and the overall collection
plan. Not all echelons have a 2X.

IMPORTANCE OF TASKING AND DIRECTING

2-341. The operations staff integrates collection assets through a deliberate and coordinated effort across
all warfighting functions. Tasking and directing IC is vital to control limited collection assets. During

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tasking and directing IC, the staff recommends redundancy, mix, and cue as appropriate. Redundancy is
using two or more like assets to collect against the same intelligence requirement (FM 3-90-2). Mixing is
using two or more different assets to collect against the same intelligence requirement (FM 3-90-2). Cueing
is the integration of one or more types of reconnaissance or surveillance systems to provide information
that directs follow-on collecting of more detailed information by another system (FM 3-90-2).
2-342. Planning IC activities begins once requirements are established, validated, and prioritized. Staffs
accomplish tasking IC by issuing WARNORDs, FRAGORDS, and OPORDs. They accomplish directing
IC assets by continuously monitoring the operation. Staffs conduct re-tasking to refine, update, or create
new requirements.

WORKING GROUP INPUT TO INFORMATION COLLECTION

2-343. Working groups comprise groupings of predetermined staff representatives who analyze,
coordinate, and recommend a particular purpose or function. Their contributions are synchronized across
multiple CP cells and staff sections. Boards, while similar to working groups, maintain decision authority
for that purpose or function.

Operations and Intelligence Working Group

2-344. Many working groups exist only at division and higher echelons, but their functions must still be
performed by brigades and battalions. For example, no structured operations and intelligence working
group exists at brigade and battalion levels. Depending on personnel availability, commanders may
designate an ad hoc working group. Because a primary staff officer's responsibilities cannot be delegated,
an XO or COS should direct and manage the efforts of that working group to achieve a fully synchronized
and integrated IC plan.
2-345. Units' SOPs and internal battle rhythms determine when, and how often, an operations and
intelligence working group meets. The group must be closely aligned with current and future operational
planning to ensure requirements planning tools are properly integrated into the overall OPORD or OPLAN.
This working group's function is to bring together staff sections and validate requirements while
deconflicting missions and taskings of both organic and attached collection assets. Expected outputs of an
operations and intelligence working group include:
 Understanding how the enemy will fight.
 Refined list of requirements.
 Confirmation on the disposition of all collection assets.
 FFIRs, PIRs, and EEFIs.
 Validation of outputs of other working groups.
 Critical NAIs and TAIs.

FINAL INFORMATION COLLECTION PLAN

2-346. Staffs must complete several important activities and review several considerations to achieve a
fully synchronized, efficient, and effective final IC plan. Updating IC activities while executing and
assessing activities of the operations process is crucial to an IC plan. An IC plan is implemented through
asset tasking. The tasking process provides selected collection assets with prioritized requirements. When
collection tasks or requests are passed to units, the staff provides details clearly defining collection
requirements. These requirements identify—
 What to collect-information requirements and essential elements of information.
 Where to collect-NAIs and TAIs.
 When and how long to collect.
 Why to collect.
2-347. An IC plan becomes an execution order when published as a separate order or annex (annex L of
an OPORD (see FM 6-0 for an example)). It should be published in the five-paragraph OPORD format as
an OPORD or a FRAGORD. Staffs use the IC plan to task, direct, and manage collection assets (both

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assigned and attached). The operations officer tasks and directs IC activities (see figure 2-32 and
figure 2-33 on pages 113–114 for examples of an IC matrix and overlay). The intelligence staff helps the
staff develop the IC plan by providing requirements planning tools (see ATP 2-01 for additional
information on developing planning requirements tools). Staffs—
 Integrate the IC plan into the scheme of maneuver.
 Publish annex L (IC) to the operation order that tasks assets to begin the collection effort.
 Ensure the IC plan addresses all of the commander's requirements.
 Ensure assigned and attached assets have been evaluated and recommended for IC tasks within
their capabilities.
 Ensure collection tasks outside the capabilities of assigned and attached assets have been
prepared as requests for information to appropriate higher or lateral headquarters.
 Publish any FRAGORDS and WARNORDs associated with IC.

FM 3-55
Figure 2-32. Example information collection matrix

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FM 3-55
Figure 2-33. Information collection overlay example

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TARGETING
2-348. This section is derived from JP 3-60, ADP 3-19, FM 3-09, and ATP 3-60.
2-349. Targeting is the process of selecting and prioritizing targets and matching the appropriate response
to them, considering operational requirements and capabilities (JP 3-0). Targeting is continuously refined
and adjusted between the commander and staff as an operation unfolds. A target is an entity or object that
performs a function for the threat considered for possible engagement or other action (JP 3-60). Targets
include a wide array of mobile and stationary forces, equipment, and capabilities that a threat can use to
conduct operations.
2-350. Targeting creates effects systematically. A targeting methodology is a rational and iterative process
that methodically analyzes, prioritizes, and assigns assets against targets systematically to create those
effects that contribute to achieving the commander's objectives. If the desired effects are not created, targets
may be considered again in the process or operations may be modified.
2-351. The Army uses the decide, detect, deliver, assess (D3A) methodology as the primary
targeting methodology. D3A optimizes integration and synchronization of maneuver, fire support,
intelligence, command and control, and information-related capabilities from task force through corps level
operations. Successful targeting requires the commander and staff understand the functions and ethical
decision making associated with targeting.
2-352. The joint force uses the joint targeting cycle, which is a six-phase iterative process that is not time-
constrained nor rigidly sequential, as some steps in various phases may be conducted concurrently. Phases
of the joint targeting cycle are—
 Phase 1—Commander's objectives, targeting guidance, and intent
 Phase 2—Target development and prioritization
 Phase 3—Capabilities analysis
 Phase 4—Commander's decision and force assignment
 Phase 5—Mission planning and force execution
 Phase 6—Combat assessment

TARGETING GUIDELINES
2-353. Targeting focuses on efficiently achieving the commander's objectives within parameters set at the
operational level, such as directed limitations, rules of engagement, rules for the use of force, the law of
war, and other guidance given by the commander. Every target nominated must contribute to the mission.
2-354. Targeting seeks to create specific desired effects through lethal and nonlethal actions. Target
analysis encompasses all possible means to create desired effects, drawing from all available capabilities.
The art of targeting seeks to create desired effects with the least risk and expenditure of time and resources.
It directs lethal and nonlethal actions to create desired effects. Targeting is a fundamental task of the fires
warfighting function that encompasses many disciplines and requires participation from many staff
elements and components.

TARGET GUIDANCE
2-355. A commander's targeting guidance must be clear and simple to enhance understanding. The
guidance must be easily understood by all warfighting functions. Targeting guidance must focus on
essential threat capabilities and functions that could interfere with achieving friendly objectives.
2-356. A commander's targeting guidance describes the desired effects from fires, physical attack,
cyberspace electromagnetic activities, and other information-related capabilities against threat operations.
An effect is 1. The physical or behavioral state of a system that results from an action, a set of actions, or
another effect. 2. The result, outcome, or consequence of an action. 3. A change to a condition, behavior, or
degree of freedom (JP 3-0). Targeting enables the commander—through various lethal and nonlethal
capabilities—the ability to produce the desired effects. Capabilities associated with one desired effect may
also contribute to other desired effects. For example, delay can result from disrupting, diverting, or

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destroying enemy capabilities or targets. Table 2-26 provides a list of desired targeting effects (see
ATP 3-60 for the definitions of these terms and more information on desired targeting effects).

Table 2-26. Desired targeting effects

ATP 3-60
Desired targeting effects
Deceive Defeat Degrade Delay Deny Destroy Destruction
Disrupt Divert Exploitation Interdict Neutralize Neutralization Suppress

2-357. Commanders can also provide restrictions as part of their targeting guidance. Targeting restrictions
fall into two categories: the no-strike list and the restricted target list.
2-358. The no-strike list consists of objects or entities protected by—
 Law of war.
 International laws.
 Rules of engagement.
 Other considerations.
2-359. A restricted target list is a valid target that has specific restrictions placed on the actions authorized
against it due to operational considerations, such as—
 Limit collateral damage.
 Preserve select ammunition for final protective fires.
 Strike only at night.
 Strike only with a certain weapon.
 Do not strike targets within a specified distance of protected facilities and locations.
See FM 1-04, FM 3-57, JP 3-84, JP 3-57, JP 2-0, and JP 3-60 for additional information on legal
considerations and restrictions for targeting.

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TARGETING CATEGORIES AND TYPES

2-360. Two types of targeting categories exist: deliberate and dynamic. Deliberate targeting prosecutes
planned targets. Dynamic targeting prosecutes targets of opportunity and changes to planned targets or
objectives (see figure 2-34).
2-361. Two types of deliberate targeting exist-scheduled and on-call-with six steps of execution.
Scheduled targets are present in an AO and found in sufficient time so that fires or other actions against
them can be engaged at a specific, planned time. On-call targets have actions planned, but not at a specific
delivery time. A commander expects to locate these targets in sufficient time to execute planned actions.
Examples of deliberate targeting are targets on target lists in the applicable plan or order and targets
detected in sufficient time to be placed in the joint air tasking cycle, mission type orders, or fire support
plans. Six steps to execute deliberate targeting are: find, fix, track, target, engage, and assess.
2-362. Two types of dynamic targeting (targets of opportunity) exist as well-unplanned and unanticipated.
Unplanned targets are known to exist in an AO, but no action has been planned against them. The target
may not have been detected or located in sufficient time to meet planning deadlines. Alternatively, the
target may have been located, but not previously considered of sufficient importance to engage.
Unanticipated targets are unknown or not expected to exist in an AO.
2-363. For the execution of dynamic targeting, find, fix, finish, exploit, analyze, and disseminate
(F3EAD) provides commanders with a methodology for organizing resources and arraying forces during
LSCO. F3EAD is consistent with the D3A methodology and provides a commander with an additional tool
to address certain challenges. F3EAD is not a replacement for D3A nor is it exclusive to targeting;
rather it is a technique that works at all levels for leaders to understand their operational
environment and visualize the effects they want to achieve.

ATP 3-60
Figure 2-34. Targeting categories and types

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TARGETING AND THE MILITARY DECISION-MAKING PROCESS

2-364. D3A methodology is an integral part of the MDMP. Targeting begins with receipt of mission and
continues through operation order execution and assessment activities. Like the MDMP, targeting is a
leadership driven process. During the MDMP, targeting becomes more focused on the commander's
guidance and intent (see figure 2-35 on how to integrate the targeting process into the MDMP along with
products generated during targeting).

Figure 2-35. Integration of targeting into the MDMP

D3A IN THE MILITARY DECISION-MAKING PROCESS

2-365. D3A methodology functions occur simultaneously and sequentially during an operations process.
During planning, decisions are made for future operations. Current operations simultaneously detect,
deliver, and assess targets based on current targeting decisions.

Decide
2-366. The decide function coincides with the MDMP from receipt of mission through issuance of the
approved plan or order. The detect function is a continuing function that starts with the commander's
approval of the plan or order and is accomplished during execution of the plan or order. Once detected,
targets are attacked and assessed as required. Targeting working groups focus the targeting process on the
following:
 What targets should be acquired and engaged?
 When and where are the targets likely to be found?
 How do the rules of engagement impact target selection?
 How long will the target remain once acquired?
 Who or what can locate or track the targets?
 What accuracy of target location will be required to engage the target?
 What are the priorities for reconnaissance, surveillance, target acquisition, sensor allocation, and
employment?

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 What intelligence requirements are essential to the targeting effort and how and when must the
information be collected, processed, and disseminated?
 When, where, how, and in what priority should targets be attacked or engaged?
 What are the measures of performance and measures of effectiveness that determine whether the
target has been successfully attacked or engaged and whether the commander's desired effects
have been generated by doing so?
 Who or what can attack or engage the targets, how should the attack or engagement be
conducted-for example, number, type of attack or engagement assets and the ammunition to be
used-to generate desired effects, and what are required assets and resources based on the
commander's guidance?
 What or who will obtain assessment or other information required to determine the success or
failure of each attack or engagement? Who must receive and process that information, how
rapidly, and in what format?
 Who has the decision-making authority to determine success or failure, and how rapidly must
the decision be made and disseminated?
 What actions will be required if an attack or engagement is unsuccessful, and who has the
authority to direct those actions?
2-367. Staffs use information from the targeting working group to develop the following products:
 High-payoff target list (HPTL).
 Information collection plan.
 Target selection standards.
 Attack guidance matrix.

High-Payoff Target List

2-368. A high-payoff target list is a prioritized list of high-payoff targets by phase of the operation
(FM 3-09). High-payoff targets are targets whose loss to the enemy will significantly contribute to the
success of the friendly course of action (JP 3-60) (see table 2-27 for an example of an HPTL).
Considerations for the HPTL include—
 Sequence or order of appearance.
 Ability to detect, identify, classify, locate, and track the target (this decision must include sensor
availability and processing timeline considerations.
 Degree of accuracy available from acquisition system(s).
 Ability to engage the target.
 Ability to achieve the desired effects on the basis of attack guidance.
Table 2-27. High-payoff target list example
High-payoff target list
Event or Phase:___________________________
Priority Category Target
1 Fire Support Artillery
2 Maneuver Enemy Patrol
3 Command and Control Enemy Operations Cell

Target Selection Standards

2-369. Target selection standards usually comprise the essential elements listed in a target selection
standards matrix. Units may develop their own target selection format, but a matrix normally includes the
following standards:
 High-payoff target. This refers to the designated HPT that the collection manager is tasked to
acquire.
 Timeliness. Valid targets are reported to weapon systems within designated timeliness criteria.

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 Accuracy. Valid targets must be reported to the weapon system meeting the required target
location error criteria. The criteria are the least restrictive target location errors allowed
considering capabilities of available weapon systems.

Technique: Organize a high-payoff target list into target sets that reflect the capabilities and functions
the commander has decided to engage. Target sets are identified and prioritized for each phase of an
operation. Within sets, rank order individual targets by target value, sequence of appearance,
importance, or other criteria that satisfy the commander’s desired effects. In this way, the targeting
working group reduces, modifies, and reprioritizes HVTs while ensuring that HPTs support the
concept of operations.

Attack Guidance Matrix

2-370. An attack guidance matrix (AGM) provides specific targeting guidance for each HPT. For
example, the matrix might state that a target is out of range or undesirable or out of range but moving
toward an advantageous location for an attack. At a minimum, an attack guidance matrix includes—
 Specific HPTs.
 Timing of engagement.
 How targets are engaged.
 Desired effects.
 Remarks to include restrictions.
Table 2-28 depicts an example attack guidance matrix.

Table 2-28. Example attack guidance matrix

Phase/Event
HPTL When How Effect Remarks
COPS P GS ARTY N Plan in initial prep
RECON and Ops P GS ARTY N Plan in initial prep
2S1 and 2S3 P MLRS N Plan in initial prep
2S6, SA9, and SEAD for AVN OPS
P GS ARTY S
SA13
REGT CP A MLRS N
Reserve BN P AVN BDE D Intent to attack reserve BN in EA HOT
When (I) Immediate Effect (S) Suppress prep prepare
When (A) As acquired Effect (N) Neutralize OPS operations
When (P) Planned Effect (D) Destroy SEAD suppression of enemy air defense
COPS Close observation patrol
Notes. 1. This is only an example of an AGM. Actual matrices are developed based on the situation.
2. An H for harassing fires may be included in the Effect column.

Detect
2-371. The detect function is conducted from COA comparison through execution of an operation. Target
acquisition assets gather information and report their findings back to their controlling headquarters, which
in turn pass pertinent information to the tasking agency. Some collection assets provide actual targets,
while other assets provide information that must be processed to produce valid targets. Not all of the
information reported would benefit the targeting effort, but it may be valuable to developing the overall
situation. The target priorities developed in the decide function are used to expedite the processing of
targets. Situations arise where engaging a target, upon location and identification, is either impossible (for
example, the target is out of range) or undesirable (the target is out of range but moving toward an

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advantageous location for an attack). An example of the latter is repositioning of threat ADA systems from
outside of weapon systems range to within. Critical targets that friendly forces cannot or choose not to
attack, in accordance with attack guidance, should be tracked to ensure they are not lost. Tracking
suspected targets expedites execution of the attack guidance. Tracking suspected targets keeps them in view
while they are validated. Planners and executers must keep in mind that assets used for target tracking may
be unavailable for target acquisition.
2-372. Detect is the next critical function in the targeting process. The intelligence officer is the main
figure in directing the effort to detect HPTs identified in the decide function. To identify specific who,
what, when, and how for target acquisition, the intelligence officer works closely with the following:
 Analysis and control element.
 Field artillery unit intelligence officer.
 Targeting officer or fire support officer.
 Space support element.
2-373. Targets are detected and tracked by maximizing use of available assets. The intelligence officer
focuses intelligence acquisition efforts on designated HPTs and PIRs. The collection manager considers the
availability and capability of all collection assets.
2-374. Intelligence factors of the operational environment that affect the populace require particular
attention. Such intelligence is important for developing political, social, and economic programs.
Intelligence personnel continuously analyze large quantities of all-source intelligence reporting to
determine—
 Threat validity.
 Actual importance of potential targets.
 Best means to engage the target.
 Expected effects of engaging the targets (which will guide actions to mitigate negative effects).

Detection Procedures
2-375. HPTs must be detected in a timely, accurate manner. Clear and concise tasks must be given to
reconnaissance units or surveillance systems that can detect a given target. Target tracking is inherent to
detection. Mobile HPTs are detected and tracked to maintain a current target location. Tracking priorities
are based on the commander's concept of the operation and targeting priorities. The fires cell tells the
intelligence section the degree of accuracy required and dwell time for a target to be eligible for
engagement. The intelligence section matches accuracy requirements to the target location error of
collection system. If a target type and its associated signatures (for example, electronic, visual, and thermal)
are known, the most capable collection asset can be directed against the target. The asset can be placed in
the best position according to estimates of when and where the enemy target will be located.

Deliver
2-376. The third function (which is conducted from COA comparison through execution of an operation)
in targeting is "deliver." The deliver function's main objective is to attack or engage targets in accordance
with a commander's guidance and attack guidance.
2-377. Engagement of targets must satisfy the engagement guidance developed in the decide function.
Target engagement requires several decisions and actions that fall into two categories: tactical and
technical. Tactical decisions determine—
 Time of the engagement.
 Desired effect, degree of damage, or both.
 Asset to be used.
 Potential for collateral damage.
These decisions result in the physical engagement of the target (see ATP 3-60 for more detail on tactical
decisions).

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2-378. Tactical decisions (the selection of a weapon system or a combination of weapons systems) lead to
a technical solution for the selected weapon. Technical decisions include the following—
 Systems or assets availability.
 Desired effects
 Any special restraints or requests for particular munitions types
2-379. There are various reasons a delivery system or asset may not be able to meet the requirements,
including the following—
 Systems or asset unavailable at a specified time.
 Required munitions or asset unavailable.
 Targets out of range.
A fires cell must decide if the selected delivery system or asset should engage under different criteria or if a
different delivery system or asset should be used.

Assess
2-380. Assess (conducted from COA comparison through execution of the operation) is the fourth
function of targeting. Commanders continuously assess the operational environment and the progress of
operations, comparing them to their initial vision and intent. Commanders adjust operations based on
assessments to ensure objectives are met and the military end state is achieved. Staffs, in addition to
commanders, assess the results of mission execution. Key considerations in assessing targeting include:
assessing results, continuous assessments, assessing at all levels, and conducting combat assessments.

Assessing Results
2-381. Staffs assess the results of mission execution. If the assessment reveals that the commander's
guidance has not been met, targeting must continue to focus on the target(s) involved. This feedback may
result in changes to original decisions made during target selection. These changes may influence the
continued execution of the plan.

Continuous Assessment
2-382. The assessment process is continuous and directly tied to a commander's decisions throughout
planning, preparation, and execution of operations. Staffs help a commander by monitoring numerous
aspects that can influence the outcome of operations and provide a commander with information needed for
decisions in a timely manner. Planning for assessment helps staffs by identifying a commander's DPs and
key aspects of the operation requiring close monitoring.

Assess at all Levels

2-383. Assessment occurs at all levels and across the spectrum of conflict. Even in operations that do not
include combat, assessment of progress is just as important and can be more complex than traditional
combat assessment. As a rule, the level at which a specific operation, task, or action is directed should be
the level at which such activity is assessed.

COMBAT ASSESSMENT
2-384. Combat assessment is the determination of the effectiveness of force employment during military
operations. Combat assessment is composed of three elements:
 Battle damage assessment (BDA).
 Munitions effectiveness assessment.
 Reengagement recommendation.
2-385. In combination, BDA and munitions effectiveness assessments inform the commander of effects
against targets and target sets. Based on this information, an enemy's ability to make and sustain war and
centers of gravity are continuously estimated. During the review of the effectiveness of operations, redirect
recommendations are proposed or executed.

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Battle Damage Assessment

2-386. BDA includes known or estimated enemy unit strengths; degraded, neutralized, or destroyed
enemy weapon systems; and all known captured, wounded, or killed enemy personnel during a reporting
period. BDA in targeting pertains to results of lethal and nonlethal engagements on targets designated by
the commander. BDA accomplishes the following:
 Commanders use BDA to get a series of timely and accurate snapshots of effects on the enemy.
Assessment provides commanders an estimate of an enemy's combat effectiveness, capabilities,
and intentions. This helps the staff determine when, or if, their targeting effort is accomplishing
their objectives.
 As part of targeting, BDA helps to determine if a reengagement is necessary. The information is
used to allocate or redirect weapon systems to make the best use of available combat power.
2-387. BDA must measure things that are important to a commander and must be objective. Each BDA
has three components:
 Physical damage assessment—estimates the quantitative extent of physical damage through
munitions blast, fragmentation, and fire damage effects to a target.
 Functional damage assessment—estimates the effects of engagement on a target's ability to
perform its intended mission compared to the mission objective established against the target.
 Target system assessment—estimates the overall impact and effectiveness of all types of
engagement against an entire target system capability.
See ATP 3-60 for more information on physical damage, functional damage, and target system
assessments.

Munitions Effectiveness Assessment

2-388. The operations officer, in coordination with the fires cell and targeting working group, conducts
munitions effectiveness assessment concurrently and interactively with BDA as a function of combat
assessment. Munitions effectiveness assessment is an assessment of military force in terms of weapon
systems and munitions effectiveness. Munitions effectiveness assessment is conducted using approved
weaponeering software and provides the basis for recommendations to increase the effectiveness of—
 Methodology.
 Tactics.
 Weapon systems.
 Munitions.
 Weapon delivery parameters.
2-389. The targeting working group may recommend modifying commander's guidance concerning the
unit basic load, required supply rate, and controlled supply rate based on munitions requirements to achieve
the desired effects.

Reengagement Recommendation
2-390. Failure to achieve desired effects requires a decision from the commander regarding whether to
continue as planned. The targeting team and current operations cell assess operational risks associated with
the HPT and provide options to mitigate the risks. One option is reengagement. Based on the BDA and
munitions effectiveness assessment, the intelligence officer in conjunction with the fire support coordinator
or deputy fire support coordinator and operations officer consider the degree to which objectives have been
achieved and make recommendations to the commander. Reengagement and other recommendations
should address objectives relative to—
 Targets.
 Target critical elements.
 Target systems.
 Enemy combat force strengths.
 Friendly maneuver.

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 Chapter 3
Preparing

Preparing occurs simultaneously with planning. This chapter covers the various
activities a unit does to improve its ability to execute operations.

OVERVIEW OF PREPARING
3-1. Information for this section came from ADP 5-0 and FM 6-0.
3-2. Preparation is those activities performed by units and Soldiers to improve their ability to execute an
operation (ADP 5-0). Preparation creates conditions that improve friendly forces' opportunities for success.
It requires commander, staff, unit, and Soldier actions to ensure the force is trained, equipped, and ready to
execute operations. Preparation activities help commanders, staffs, and Soldiers understand a situation and
their roles in upcoming operations.

PREPARATION ACTIVITIES
3-3. Mission success depends as much on preparation as on planning. Higher headquarters may develop
the best of plans, but plans serve little purpose if subordinates do not receive them in time. Subordinates
need enough time to understand plans well enough to execute them. Subordinates develop their own plans
and preparations for an operation. After they fully comprehend the plan, subordinate leaders rehearse key
portions of it and ensure Soldiers and equipment are positioned and ready to execute the operation.
Commanders, units, and Soldiers conduct the activities listed in table 3-1 to help ensure the force is
protected and prepared for execution.
Table 3-1. Preparation activities
ADP 5-0
Continue to coordinate and conduct liaison Conduct confirmation briefs
Initiate information collection Conduct Rehearsals
Initiate security operations Conduct plans-to-operations transitions
Initiate troop movement Refine the plan
Initiate sustainment preparations Integrate new Soldiers and units
Initiate network preparations Complete task organization
Manage terrain Train
Prepare terrain Perform pre-operations checks and inspections
Supervise

CONTINUE TO COORDINATE AND CONDUCT LIAISON

3-4. Coordinating and conducting liaison helps ensure that leaders internal and external to the
headquarters understand their unit’s role in upcoming operations, and they are prepared to perform that
role. In addition to military forces, many civilian organizations may operate in the operational area. Their
presence can both affect and be affected by the commander’s operations. Continuous coordination and
liaison between the command and unified action partners helps build unity of effort.
3-5. During preparation, commanders continue to coordinate with higher, lower, adjacent, supporting, and
supported units and civilian organizations. Coordination includes, but is not limited, to the following—
 Sending and receiving liaison teams.
 Establishing communication links that ensure continuous contact during execution.
 Exchanging standard operating procedures (SOPs).

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 Synchronizing security operations with reconnaissance and surveillance plans to prevent breaks
in coverage.
 Facilitating civil-military coordination among those involved.
3-6. Establishing and maintaining liaison is vital to external coordination. Liaison enables direct
communications between a sending and receiving headquarters. It may begin with planning and continue
through preparing and executing, or it may start as late as execution. Available resources and the need for
direct contact between sending and receiving headquarters determine when to establish liaison. Establishing
liaisons with civilian organizations is especially important in stability operations because of the variety of
external organizations and the inherent coordination challenges.

INITIATE INFORMATION COLLECTION

3-7. During preparation, commanders take every opportunity to improve their situational
understanding. This requires aggressive and continuous information collection. Commanders often direct
information collection (to include reconnaissance operations) early in planning that continues in
preparation and execution. Through information collection, commanders and staffs continuously plan, task,
and employ collection assets and forces to collect timely and accurate information to help satisfy the
commander’s critical information requirements (CCIRs) and other information requirements. Refer to
paragraph 2-312 of this guide or FM 3-55 for more information on information collection.

INITIATE SECURITY OPERATIONS

3-8. The force as a whole is often most vulnerable to surprise and enemy attack during preparation, when
forces are often concentrated in assembly areas. Leaders are away from their units and concentrated
together during rehearsals. Parts of the force could be moving to task-organize. Required supplies may be
unavailable or being repositioned. Security operations—screen, guard, cover, area security, and local
security—are essential during preparation. Units assigned security missions execute these missions
while the rest of the force prepares for the overall operation (see appendix C for more information on
security operations).

INITIATE TROOP MOVEMENTS

3-9. The repositioning of forces prior to execution is a significant activity of preparation. Commanders
position or reposition units to the right starting places before execution. Commanders integrate operations
security measures with troop movements to ensure these movements do not reveal any intentions to the
enemy. Troop movements include assembly area reconnaissance by advance parties and route
reconnaissance. They also include movements required by changes to the task organization. Commanders
can use warning orders to direct troop movements before they issue the operation order (OPORD).

INITIATE SUSTAINMENT PREPARATION

3-10. Resupplying, maintaining, and issuing supplies or equipment and repositioning sustainment assets, as
needed, occurs during preparation. In addition, sustainment elements need to accomplish many other
activities such as port opening and contracting.
3-11. During preparation, sustainment planners at all levels take action to optimize means (force structure
and resources) for supporting the commander’s plan. These actions include, but are not limited to,
identifying and preparing bases, host-nation infrastructure and capabilities, contract support requirements,
and lines of communication (LOCs). They also include forecasting and building operational stocks and
identifying endemic health and environmental factors. Integrating environmental considerations sustains
vital resources and help to reduce the logistics footprint.
3-12. Planners focus on identifying resources currently available and ensuring access to them. During
preparation, sustainment planning continues to support operational planning (branch and sequel
development) and the targeting process.

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INITIATE NETWORK PREPARATION

3-13. During preparation, the information network is tailored and engineered to meet the specific needs of
each operation. This includes not only communications, but also how the commander expects information
to move between, and be available for, leaders and units within an area of operations (AO).
3-14. During preparation, commanders and staffs prepare and rehearse the information network to support
the plan in the following areas:
 Management of available bandwidth.
 Availability and location of data and information.
 Positioning and structure of network assets.
 Tracking status of key network systems.
 Arraying sensors, weapons, and the information network to support the concept of the operation.

MANAGE TERRAIN
3-15. Terrain management is the process of allocating terrain by establishing areas of operations,
designating assembly areas, and specifying locations for units and activities to deconflict activities that
might interfere with each other (ADP 3-90). Terrain management is an important activity during
preparation as units reposition and stage prior to execution. Commanders who are assigned an AO are
responsible for managing terrain within their boundaries. Through terrain management, commanders
identify and locate units in the area. The operations officer, with support from others in the staff, can then
deconflict operations, control movements, and deter fratricide as units get in position to execute planned
missions. Commanders also consider unified action partners located in their AO and coordinate with them
for the use of terrain.

PREPARE TERRAIN
3-16. Terrain preparation starts with a situational understanding of terrain through proper terrain analysis.
It involves shaping the terrain to gain an advantage, such as improving cover, concealment and observation,
fields of fire, new obstacle effects through reinforcing obstacles, or mobility operations for initial
positioning of forces. It can make the difference between an operation’s success and failure. Commanders
must understand the terrain and the infrastructure of their AO as early as possible to identify potential for
improvement, establish priorities of work, and begin preparing the area.

CONDUCT CONFIRMATION BRIEFS

3-17. The confirmation brief is a key part of preparation. Subordinate leaders give a confirmation brief to
the commander immediately after receiving the OPORD. A confirmation brief ensures the commander that
subordinate leaders understand—
 The commander’s intent, mission, and concept of operations.
 Their unit’s tasks and associated purposes.
 The relationship between their unit’s mission and those of other units in the operation.
Ideally, the commander conducts confirmation briefs in person with selected staff members of the higher
headquarters present.

REVISE AND REFINE THE PLAN

3-18. Revising and refining the plan is a key activity of preparation. The commander's situational
understanding may change over the course of operations, enemy actions may require revision of the plan,
or unforeseen opportunities may arise. During preparation, assumptions made during planning may be
proven true or false. Intelligence analysis may confirm or deny enemy actions or show changed conditions
in the AO because of SOs. The status of friendly forces may change as the situation changes. In any of
these cases, commanders identify the changed conditions and assess how the changes might affect the
upcoming operation. Significant new information requires commanders to make one of three assessments
regarding the plan—

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 The new information validates the plan with no further changes.

 The new information requires adjustments to the plan.
 The new information invalidates the plan, requiring the commander to reframe and develop a
new plan.
The earlier the commander identifies the need for adjustments, the more easily the staff can incorporate
changes to the plan and modify preparation activities.

COMPLETE TASK ORGANIZATION

3-19. During preparation, commanders complete task-organizing their force to obtain the right mix of
capabilities and expertise to accomplish a specific mission. The receiving commander integrates units that
are attached, placed under operational control, or placed in direct support. The commander directing the
task organization also makes provisions for sustainment and may direct that task organization to occur
immediately before the OPORD is issued. Task-organizing is done with a warning order, which gives units
more time to execute tasks needed to affect the new task organization. Early task-organizing allows
affected units to become better integrated and more familiar with all elements involved. This is especially
important with inherently time-consuming tasks, such as planning technical network support for an
organization.

INTEGRATE NEW SOLDIERS AND UNITS

3-20. Commanders, command sergeants major, and staffs help assimilate new Soldiers into their units and
new units into the force. They also prepare Soldiers and new units to properly perform their duties and
smoothly integrate into an upcoming operation. Integration for new Soldiers includes training on unit SOPs
and mission-essential tasks for the operation. It also means orienting new Soldiers to their places and roles
in the force and during the operation. This integration for units includes, but is not limited to—
 Receiving and introducing new units to the force and the AO.
 Exchanging SOPs.
 Conducting briefings and rehearsals.
 Establishing communications links.
 Exchanging liaison teams (if required).

TRAIN
3-21. Training prepares forces and Soldiers to conduct operations according to doctrine, SOPs, and the
unit's mission. Training develops the teamwork, trust, and mutual understanding that commanders need to
exercise mission command and that forces need to achieve unity of effort. Training does not stop when a
unit deploys. If a unit is not conducting operations or recovering from operations, it is training. While
deployed, unit training focuses on fundamental skills, current SOPs, and skills for a specific mission.

CONDUCT PRE-OPERATIONS CHECK AND INSPECTIONS

3-22. Unit preparation includes completing pre-operations checks and inspections; these are precombat
checks (PCCs) and precombat inspections (PCIs). A PCI is an inspection that leaders conduct on
subordinates before the mission. Its goal is to ensure Soldiers understand the mission, they have the
necessary equipment and resources, and are fully prepared to execute the upcoming mission. A PCC is
what individual Soldiers do to ensure the equipment they are responsible for is in working order and they
have the required resources to execute the mission.

SUPERVISE
3-23. Attention to detail is critical to effective preparation. Leaders monitor and supervise activities to
ensure the unit is ready for the mission. Leaders supervise subordinates and inspect their personnel and
equipment. Rehearsals allow leaders to assess their subordinates’ preparations. They may identify areas that
require more supervision.

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TRANSITIONS
3-24. The source for this section is ADP 5-0.
3-25. Transitions mark a change of focus between phases, execution of a branch or sequel, or between
elements of decisive action, such as from offense to stability. Transitions require planning and preparation
well before their execution to maintain momentum and tempo of operations. The force is vulnerable during
transitions and commanders should therefore establish clear conditions for their execution. Transitions may
create unexpected opportunities but they may also make forces vulnerable to a threat.
3-26. The plans-to-operations transition is a preparation activity that occurs within the headquarters. It
ensures members of the current operations cell fully understand the plan before execution. During
preparation, responsibility for developing and maintaining the plan shifts from the plans (or future
operations) cell to the current operations cell (see figure 3-1). This transition is the point at which the
current operations cell becomes responsible for controlling execution of the OPORD. This responsibility
includes answering requests for information concerning the order and maintaining the order through
fragmentary orders (FRAGORDs). This transition enables the plans cell to focus its planning efforts on
sequels, branches, and other planning requirements directed by the commander.

ADP 5-0
Figure 3-1. Transition among integrating cells

3-27. The timing of the plans-to-operations transition requires careful consideration. It must allow enough
time for members of the current operations cell to understand the plan well enough to coordinate and
synchronize its execution. Ideally, the plans cell briefs the members of the current operations cell on the
plans-to-operations transition before the combined arms rehearsal. This briefing enables members of the

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current operations cell to understand the upcoming operation as well as identify friction points and issues to
solve prior to its execution. The transition briefing is a mission briefing that generally follows the five
paragraph OPORD format. Specific areas addressed include, but are not limited to—
 Task organization.
 Situation.
 Higher headquarters' mission (one and two echelons up in the chain of command).
 Mission.
 Commander's intent (one and two echelons up in the chain of command).
 Concept of operations.
 Commander's critical information requirements.
 Decision support template (DST) and matrix.
 Branches and sequels.
 Sustainment.
 Command and signal.
 Outstanding requests for information and outstanding issues.
3-28. Following the combined arms rehearsal, planners and members of the current operations cell review
additional planning guidance issued by the commander and modify the plan as necessary. Significant
changes may require assistance from the plans cell to include moving a lead planner to the current
operations cell.

Note. Although an order has transitioned to the current operations cell for execution, planners
continue planning sequels, branches, and other planning requirements for that base order. The
current operations cell maintains, deconflicts, and synchronizes the order so the operation
progresses. Planners have a longer planning horizon and focus on sequels and branches. Both the
plans cell and current operations cell can publish FRAGORDs that affect different parts of the
operation through the unit’s order publication section.

REHEARSALS
3-29. A rehearsal is a session in which the commander and staff or unit practices expected actions to
improve performance during execution (ADP 5-0). Rehearsals allow leaders and their Soldiers to practice
key aspects of the concept of operations. These actions help Soldiers orient themselves to their environment
and other units before executing the operation. Rehearsals help Soldiers build a lasting mental picture of the
sequence of key actions within the operation.
3-30. Rehearsals are the commander's tool to ensure staffs and subordinates understand the commander's
intent and the concept of operations. They allow commanders and staffs to identify shortcomings in the
plan not previously recognized. Rehearsals also contribute to external and internal coordination, as the staff
identifies additional coordinating requirements.
3-31. The rehearsal is a coordination event, not an analysis. It does not replace course of action (COA)
analysis. Adequate time is essential when conducting rehearsals. The time required varies with the
complexity of the mission, the type and technique of rehearsal, and the level of participation. Units conduct
rehearsals at the lowest possible level, using the most thorough technique possible, given the time
available. Under time-constrained conditions, leaders conduct abbreviated rehearsals, focusing on critical
events determined by reverse planning. Each unit will have different critical events based on the mission,
unit readiness, and the commander's assessment.

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Rehearsal Types
3-32. Each rehearsal type achieves a different result and has a specific place in the preparation timeline.
The four types of rehearsals are—
 Backbrief.
 Combined arms rehearsal.
 Support rehearsal.
 Battle drill or SOP rehearsal.

Backbrief
3-33. A backbrief is a briefing by subordinates to the commander to review how subordinates intend to
accomplish their mission (FM 6-0). Normally, subordinates perform backbriefs throughout preparation.
These briefs allow commanders to clarify the commander's intent early in subordinate planning.
Commanders use the backbrief to identify any problems in the concept of operations.
3-34. A backbrief differs from a confirmation brief (a briefing subordinates give their higher commander
immediately following receipt of an order to confirm understanding) in that subordinate leaders are given
time to complete their plan. Backbriefs require the fewest resources and are often the only option under
time-constrained conditions. Subordinate leaders explain their actions from the start to the finish of the
mission. Backbriefs are performed sequentially, with all leaders reviewing their tasks. When time is
available, backbriefs can be combined with other types of rehearsals. Doing this allows subordinate leaders
to coordinate their plans before performing more elaborate rehearsals.

Combined Arms Rehearsal

3-35. A combined arms rehearsal (CAR) 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 OPORD. This rehearsal type helps ensure that subordinate commanders' plans
achieve the higher commander's intent.

Support Rehearsal
3-36. The support rehearsal helps synchronize each warfighting function with the overall operation. This
rehearsal supports the operation so units can accomplish their missions. Throughout preparation, units
conduct support rehearsals within the framework of a single or limited number of warfighting functions.
These rehearsals typically involve coordination and procedure drills for aviation, fires, engineer support, or
casualty evacuation (CASEVAC). Support rehearsals and combined arms rehearsals complement
preparations for the operation. Units may conduct rehearsals separately and then combine them into full-
dress rehearsals. Although these rehearsals differ slightly by warfighting function, they achieve the same
result.

Battle Drill or Standard Operating Procedure Rehearsal

3-37. A battle drill is a collective action rapidly executed without applying a deliberate decision-making
process. A battle drill or SOP rehearsal ensures that all participants understand a technique or a specific set
of procedures. Throughout preparation, units and staffs rehearse battle drills and SOPs. These rehearsals do
not need a completed order from higher headquarters. Leaders place priority on those drills or actions they
anticipate occurring during the operation. For example, a transportation platoon may rehearse a battle drill
on reacting to an ambush while waiting to begin movement.
3-38. All echelons use these rehearsal types, but they are most common for platoons, squads, and sections.
They are conducted throughout preparation and are not limited to published battle drills. All echelons can
rehearse such actions as a command post (CP) shift change, an obstacle breach lane-marking SOP, or a
refuel-on-the-move site operation.

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Rehearsal Methods
3-39. Methods for conducting rehearsals are limited only by a commander's imagination and available
resources. Some methods include full dress, key leader, terrain model, digital terrain model, sketch map,
map, and network rehearsals. Resources required for each method range from broad to narrow, and some
methods take more time and resources. Each rehearsal method also imparts a different level of
understanding to participants. The implications for each method include—
 Time—the amount of time required to conduct (plan, prepare, execute, and assess) the rehearsal.
 Echelons involved—the number of echelons that can participate in the rehearsal.
 Operations security (OPSEC) risks—the ease by which an enemy can exploit friendly actions
from the rehearsal.
 Terrain—the amount of space needed for the rehearsal.
Different methods of conducting rehearsals based on these implications are described below.

Full-Dress Rehearsal
3-40. A full-dress rehearsal produces the most detailed understanding of an operation. It includes every
participating Soldier and system. Leaders conduct the rehearsal on the actual, or similar terrain of the AO,
initially under good light conditions, and then in limited visibility. Leaders repeat small-unit actions until
units execute them to standard. A full-dress rehearsal helps Soldiers clearly understand what commanders
expect of them. It helps them gain confidence in their ability to accomplish the mission. Supporting
elements, such as aviation crews, meet and rehearse with Soldiers to synchronize the operation.
3-41. The higher headquarters may support full-dress rehearsals. The full-dress rehearsal is most difficult
to accomplish at higher echelons. At those levels, commanders may develop an alternate rehearsal plan that
mirrors the actual plan but fits the terrain available for the rehearsal.
3-42. Full-dress rehearsals consume more time than any other rehearsal type. For companies and smaller
units, full-dress rehearsals most effectively ensure all units in the operation understand their roles.
However, brigade and task force commanders consider how much time their subordinates need to plan and
prepare when deciding whether to conduct a full-dress rehearsal.
3-43. All echelons involved in the operation participate in the full-dress rehearsal. Moving a large part of
the force may create an OPSEC risk by attracting unwanted enemy attention. Commanders develop a plan
to protect the rehearsal from enemy information collection. Sometimes commanders develop an alternate
plan, including graphics and radio frequencies, where subordinates rehearse selected actions without
compromising the actual OPORD. Commanders take care not to confuse subordinates when doing this.
Terrain management for a full-dress rehearsal is challenging. Units identify, secure, clear, and maintain the
rehearsal area throughout the rehearsal.

Key Leader Rehearsal

3-44. Circumstances may prohibit a rehearsal with all members of a unit. A key leader rehearsal involves
only key leaders of the organization and its subordinate units. This type of rehearsal normally requires
fewer resources than a full-dress rehearsal. Terrain requirements mirror those of a full-dress rehearsal, even
though fewer Soldiers participate. The commander first decides the level of leader involvement. Then the
selected leaders rehearse the plan while traversing the actual or similar terrain. Often commanders use this
technique to rehearse fire control measures for an EA during defensive tasks. Commanders often use a key
leader rehearsal to prepare key leaders for a full-dress rehearsal. The key leader rehearsal may require
developing a rehearsal plan that mirrors the actual plan but fits the terrain of the rehearsal.
3-45. Often, small-scale replicas of terrain or buildings substitute for the actual AO. Leaders not only
explain their plans, but also walk through their actions or move replicas across the rehearsal area or sand
table. This is called a rehearsal of concept (ROC) drill. It reinforces the backbrief given by subordinates,
since everyone can see the concept of operations and sequence of tasks.
3-46. A key leader rehearsal normally requires less time than a full-dress rehearsal. Commanders consider
how much time their subordinates need to plan and prepare when deciding whether to conduct a reduced-

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force rehearsal. A small unit from the echelons involved can perform a full-dress rehearsal as part of a
larger organization's key leader rehearsal.
3-47. A key leader rehearsal is less likely to present OPSEC risks than a full-dress rehearsal because it has
fewer participants. However, it requires the same number of radio transmissions as a full-dress rehearsal.
Terrain management for the key leader rehearsal can be as difficult as for the full-dress rehearsal. Units
identify, secure, clear, and maintain the rehearsal area throughout the rehearsal.

Terrain-Model Rehearsal
3-48. The terrain-model rehearsal is the most popular rehearsal method. It takes less time and fewer
resources than full-dress or other rehearsals. An accurately constructed terrain model helps subordinate
leaders visualize the commander's intent and concept of operations. When possible, commanders place the
terrain model where it overlooks the actual terrain of the AO. The model's orientation coincides with that of
the terrain. The size of the terrain model can vary from small (using markers to represent units) to large (on
which the participants can walk). A large model helps reinforce the participants' perception of unit
positions on the terrain.
3-49. Constructing the terrain model often consumes the most time. Units require a clear SOP that states
how to build the model so it is accurate, large, and detailed enough to conduct the rehearsal. A good SOP
also establishes staff responsibility for building the terrain model and a timeline for its completion. Because
a terrain model is geared to the echelon conducting the rehearsal, multi-echelon rehearsals using this
technique are difficult.
3-50. This rehearsal can present OPSEC risks if the area around the rehearsal site is not secured.
Assembled commanders and their vehicles can draw enemy attention. Units must sanitize the terrain model
after completing the rehearsal. Terrain management is less difficult than with previous rehearsal types. A
good site is easy for participants to find, yet it is concealed from the enemy. An optimal location overlooks
the terrain where the unit will execute the operation.

Digital Terrain-Model Rehearsal

3-51. Digital terrain models are virtual representations of the AO. Units drape high-resolution imagery
over elevation data thereby creating a fly-through or walk-through. Holographic imagery produces the view
in three dimensions. Often, the model hot links graphics, detailed information, unmanned aircraft systems,
and ground imagery to key points providing more insight into the plan. The unit geospatial engineers can
assist in digital model creation. Detailed city models already exist for many world cities.
3-52. The time required for creating a digital three-dimensional model depends on the amount of available
data on the terrain being modeled. Of all the echelons involved, this type of rehearsal best suits small units,
although with a good local area network, a wider audience can view the graphics. All echelons may be
provided copies of the digital model to take back to their headquarters for a more detailed examination.
3-53. If not placed on a computer network, the OPSEC risk is limited because the model does not use a
large physical site that requires securing and leaders can conduct the rehearsal under cover. However, if
placed on a computer network, digital terrain models can be subject to enemy exploitation due to inherent
vulnerabilities of networks. This type of rehearsal requires the least amount of terrain. Using tents or
enclosed areas conceals the rehearsal from the enemy.

Sketch-Map Rehearsal
3-54. Commanders can use the sketch-map technique almost anywhere, day or night. The procedures are
the same as for a terrain-model rehearsal except the commander uses a sketch map in place of a terrain
model. Large sketches ensure all participants can see everyone’s actions as each participant walks through
execution of the operation. Participants move markers on the sketch to represent unit locations and
maneuvers. Sketch-map rehearsals take less time than terrain-model rehearsals and more time than map
rehearsals.
3-55. Units tailor a sketch map to the echelon conducting the rehearsal. Multi-echelon rehearsals using this
technique are difficult. This rehearsal can present OPSEC risks, if the area around the rehearsal site is not

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secured. Assembled commanders and their vehicles can draw enemy attention. Units must sanitize, secure,
or destroy the sketch map after use.
3-56. This technique requires less terrain than a terrain-model rehearsal. A good site ensures participants
can easily find it yet stay concealed from the enemy. An optimal location overlooks the terrain where the
unit will execute the operation.

Map Rehearsal
3-57. A map rehearsal is similar to a sketch-map rehearsal except the commander uses a map and operation
overlay on the same scale used to plan the operation. The map rehearsal itself consumes the most time. A
map rehearsal is normally the easiest technique to set up since it requires only maps and graphics for
current operations. Units tailor a map rehearsal's operation overlay to the echelon conducting the rehearsal.
Multi-echelon rehearsals using this technique are difficult.
3-58. This rehearsal can present OPSEC risks, if the area around the rehearsal site is not secured.
Assembled commanders and their vehicles can draw enemy attention. This technique requires the least
terrain of all rehearsals. A good site ensures participants can easily find it yet stay concealed from the
enemy. An optimal location overlooks the terrain where the unit will execute the operation.

Network Rehearsal
3-59. Units conduct network rehearsals over wide-area networks or local area networks. Commanders and
staffs practice these rehearsals by talking through critical portions of the operation over communications
networks in a sequence the commander establishes. The organization rehearses only critical parts of the
operation. These rehearsals require all information systems needed to execute that portion of the operation.
All participants require working information systems, the OPORD, and graphics. Command posts can
rehearse battle tracking during network rehearsals.
3-60. This technique can be time efficient, if units provide clear SOPs. However, if the organization has
unclear SOPs, has units not operating on the network, or has units without working communications, this
technique can be time-consuming.
3-61. This technique lends itself to multi-echelon rehearsals. Participation is limited only by the
commander's intent and the capabilities of the command's information systems. If a unit executes a network
rehearsal from current unit locations, the OPSEC risk may increase. The enemy may monitor the increased
volume of transmissions and potentially compromise information. To avoid compromise, organizations use
different frequencies for the rehearsal and for the operation. Using wire systems is an option, but this does
not exercise the network systems, which is the strong point of this technique. If a network rehearsal is
executed from unit locations, terrain considerations are minimal. If a separate rehearsal area is required,
considerations are similar to those of a reduced-force rehearsal.

After the Rehearsal

3-62. After the rehearsal, the commander leads an after action review. The commander reviews lessons
learned and makes the minimum required modifications to the existing plan (normally, a FRAGORD
effects these changes). Changes should be refinements to the OPORD. Noncritical changes to the
operation's execution may confuse subordinates and hinder synchronization of the plan. The commander
issues any last minute instructions or reminders and reiterates the commander's intent.
3-63. Based on the commander's instructions, the staff make necessary changes to the OPORD, DST, and
execution matrix based on rehearsal results. Subordinate commanders incorporate these changes into their
units' OPORDs. The chief of staff (COS) or executive officer (XO) ensures the changes are briefed to all
leaders or liaison officers who did not participate in the rehearsal.
3-64. A rehearsal provides the final opportunity for subordinates to identify and fix unresolved problems.
The staff ensures that all participants understand any changes to the OPORD and that the recorder captures
all coordination done at the rehearsal. All changes to the published OPORD are, in effect, verbal
FRAGORDs. As soon as possible, the staff publishes these verbal FRAGORDs as a written FRAGORD
that changes the OPORD.

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PRECOMBAT INSPECTIONS
3-65. A unit commander or leader conducts a PCI to determine the force's readiness to execute its assigned
tactical missions. These inspections may be formal or informal and may be announced or unannounced. All
leaders and commanders conduct some type of PCI of their unit. Formal PCIs are meticulous inspections by
the commander of all areas within the unit. Formal inspections consume an extraordinary amount of time
and preclude working inspections because troops are standing down waiting to be inspected. Units in
combat rarely have the luxury of time required for a formal PCI. During these preparations, subordinate
commanders and unit leaders routinely make the same exacting, rigorous inspections of their personnel and
equipment that would be repeated by the unit commander. Therefore, unit leaders seldom conduct formal
PCIs during combat operations, including during assembly area occupation.
3-66. Informal PCIs are the commander’s inspection of particular areas, activities, units of special interest,
or concern. The informal PCI resembles a series of deliberate spot checks of key items. At the
commander’s discretion, the areas inspected and the method and depth of the inspection may vary from unit
to unit or even from one vehicle to another. A commander’s experience, in-depth knowledge of the unit and
its equipment, and estimation of the status of subordinate elements dictate the particular details of the
inspection. The commander may spend more time and look in greater depth at units newly task-organized
into the command or units whose officer replacements are new to combat. Units that experience habitual
shortcomings deserve more of the commander’s time. The commander may designate one or more staff
members or the XO to check certain items.
3-67. The informal PCI serves several purposes. First, it allows the commander to ensure, personally or
through subordinates, that actions taken are in accordance with the commander’s intent and applicable
SOPs or standards. It also physically allows the commander to determine the readiness of the unit from a
subjective viewpoint. The commander’s personal knowledge and experience with Soldiers allows the
commander to assess the intangible elements of combat power such as cohesion, morale, and esprit not
reflected in formatted reports and briefings. This process of checking also enables the commander to
exercise personal leadership, something not easily done when the unit is in combat and dispersed over a
wide area.
3-68. In the informal PCI, the commander, staff, or other subordinates are physically at the site where
assembly area activities are taking place—it is a working inspection. This allows them to take positive
action to expedite actions, fix problems, and set standards as the need arises. Planned PCIs are most
efficient and effective. Planning the PCI does not imply formal inspections or rigid adherence to schedules.
Leaders planning the PCI determine what to check, who will check it, when it will be checked, and in what
sequence it will be checked. Then, as quickly as possible, leaders notify subordinates to ensure everyone
understands the expectations and purpose of the inspection.
3-69. Generally, the PCI covers those points that could mean the difference between mission success or
failure and those points that serve as indicators of maintenance, readiness, or morale trends within the unit.
Ideally, given enough time, the commander would check everything in the unit. However, with the general
scarcity of time in combat and other competing demands on leaders’ time during combat preparation, the
commander must prioritize what to check. The number and competence of subordinate leaders or staff
members available to assist the commander in inspections also influence what to check. Lacking sufficient
time and without the same level of expertise in certain technical matters as subordinates or staff members,
the commander habitually delegates some checks to subordinate leaders.
3-70. The PCI also frees the commander to devote time to inspecting vital areas, to spend more time with
Soldiers, to become more fully involved in planning, or to conduct personal reconnaissance and
coordination. The delegation and execution of PCI tasks must not interfere with troop-leading procedures
by removing too many subordinate leaders and staff members from tactical planning. Commanders should
avoid allowing subordinate leaders to trail behind them in ever-growing numbers during the inspection.
3-71. In prioritizing what to inspect, commanders focus on units, not equipment. The commander may
assign staff inspections of units or activities within the staff’s respective areas of expertise. In selecting
units for inspection, the commander’s judgment, experience, time available, and knowledge of the
subordinate units serve as the commander’s guide. The commander may invest more time and effort in
those units whose combat performance is key to the upcoming operation or constitutes the main effort.

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 Chapter 4
Executing

This chapter defines, describes, and offers guidelines for effective execution. It
discusses the common operational picture (COP), battle rhythms, battle drills, the
rapid decision-making and synchronization process, and meetings.

OVERVIEW OF EXECUTION
4-1. Execution is the act of putting a plan into action by applying combat power to accomplish the
mission and adjusting operations based on changes in the situation (ADP 5-0). In execution, commanders,
staffs, and subordinate commanders focus their efforts on translating decisions into actions. They apply
combat power to seize, retain, and exploit the initiative to gain and maintain positions of relative advantage.
This is the essence of unified land operations.
4-2. Commanders fight the enemy, not the plan. A plan provides a reasonable forecast of execution, but it
is a starting point, not an exact script.
4-3. During execution, a situation may change rapidly. Operations the commander envisioned in the plan
may bear little resemblance to actual events in execution. Subordinate commanders need maximum latitude
to take advantage of situations and meet the higher commander's intent when the original order no longer
applies. Effective execution requires leaders trained in independent decision making, aggressiveness, and
risk taking in an environment of mission command. During execution, leaders must be able and willing to
solve problems within the commander's intent without constantly referring to higher headquarters.
Subordinates need not wait for top-down synchronization to act. Guides for effective execution include-
 Seize, retain, and exploit the initiative.
 Accept risk to exploit opportunities.
4-4. With action, commanders and their subordinate commanders create conditions for seizing the
initiative. Without action, seizing the initiative is impossible. Retaining the initiative involves applying
unrelenting pressure on the enemy. Commanders gain and retain the initiative by synchronizing the
warfighting functions to present enemy commanders with continuously changing combinations of combat
power at a tempo they cannot effectively counter. Exploiting the initiative means following through on
initial successes to realize long-term decisive success. Once friendly forces seize the initiative, they
immediately plan to exploit it by conducting continuous operations to accelerate the enemy's complete
defeat.
4-5. Success during operations depends on a willingness to embrace risk as opportunity rather than
treating it as something to avoid. By its very nature, military activity is about understanding, balancing, and
taking risks. Risk is the probability and implication that an activity or event, with its associated positive or
negative consequences, will take place. Risk is neutral. It is a measure of the likelihood of something going
right or wrong, and its associated impact, good or bad. Commanders and subordinate commanders should
not avoid risk or simply apply a process to it, but rather accept risk as a part of the essence of military
operations.

COMMON OPERATIONAL PICTURE

4-6. A common operational picture is a display of relevant information within a commander's area of
interest tailored to the user's requirements and based on common data and information shared by more than
one command (ADP 6-0). Commanders choose any appropriate technique to develop and display the COP,
such as graphical representations, verbal narratives, or written reports. A COP develops throughout the

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operations process-it supports developing knowledge and understanding. Information in running estimates
also helps build the COP.
4-7. In a command post (CP), the COP is the end product of knowledge and information activities,
running estimates, and battle tracking. The COP is a single, identical display of relevant information shared
by more than one command. It is the operational picture tailored to the commander's requirements, based
on common data and shared information, and facilitates collaborative planning and the achievement of
situational understanding.
4-8. The COP is key to each step within the operations process: plan, prepare, execute, and assess.
Incorporating a relevant and comprehensive COP into a CP provides the following advantages to the
operations process—
 Assists the commander in providing the intent and issuing planning guidance.
 Helps the commander, staff, and subordinate leaders focus on relevant information for an
operation.
 Enhances collaboration and thus allows more efficient planning, directing, and brief-backs.
 Promotes subordinate unit parallel planning.
 Reduces the need for production of extensive control measures to coordinate maneuver.
 Helps ensure that rules of engagement are disseminated uniformly down to the lowest echelons.
 Allows for rapid response to evolving tactical situations and allows commanders to make
informed decisions, synchronize forces and fires, and seize and retain the initiative.
 Reduces the chance of fratricide with enhanced situational understanding.
 Supports the commander who is rapidly communicating changes to ongoing operations.
 Promotes better battle tracking and helps leaders measure, analyze, and report unit performance
during operations.
 Promotes subordinate unit and staff focus on the commander's critical information requirements
(CCIRs), if depicted on the COP.
 Supports pre-planning to react to anticipated change.

COMMON OPERATIONAL PICTURE CHECKLIST

4-9. A technique for establishing an effective COP is to develop a checklist for the items to be displayed
on the COP at all times. The checklist should include only relevant information tailored to the commander's
requirements. Table 4-1 is an example of a COP checklist that should be included in the CP standard
operating procedures (SOPs).
Table 4-1. Example common operational picture checklist
Number Items checked
1 Significant activities including unit boundaries and current locations within the AO
2 Maneuver graphics (unit locations and graphic control measures)
3 Active and planned fire support coordination measures
4 Active and on-order airspace coordinating measures as published in the airspace control order
5 CCIRs and EEFIs
6 Sustainment nodes and major supply routes
7 Civil considerations
8 Known and templated threats, hazards and enemy locations and activities
9 Protection priorities
10 Risk assessment

COMMON OPERATIONAL PICTURE VISIBILITY

4-10. COP visibility is the degree to which all displays within the CP are visible, familiar, and available to
those attempting to gain and maintain situational awareness. COP visibility sets the condition for effective

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battle tracking and decision making. CP personnel should prioritize and emplace COP displays—both
digital and analog—because of their relevancy to facilitating situational awareness for all CP members,
especially radio-telephone operators. A common misconception is that COP visibility only pertains to the
commander, primary staff members, and the battle captain.
4-11. A common function of all CPs is to build and maintain situational understanding. Conducting
knowledge and information activities such as maintaining running estimates, performing focused battle
tracking, and managing the COP enables staffs to make recommendations to commanders. These
recommendations help commanders build and maintain their situational understanding while exercising
command and control.

COMMON OPERATIONAL PICTURE MANAGER

4-12. An effective technique for managing the COP is to designate a COP manager. The COP manager is a
person selected and designated to serve in this position due to their attention to detail; command and
control information systems experience; computer skills; knowledge of ADP 5-0, ADP 1-02, and FM 6-0;
intelligence expertise; and experience working in a CP. The COP manager works for the battle captain. The
COP manager's duties include—
 Being responsible for all information displayed as the COP.
 Updating unit locations and events through the digital component of the COP.
 Updating unit locations and events on the analog COP.
 Coordinating with other staff sections for COP manipulation during briefings.
 Receiving guidance from the command group on specific views or manipulations of the COP for
situational understanding purposes.
4-13. During continuous operations, a CP receives large amounts of data and information. In turn, CP staff
perform knowledge and information activities to find relevant information from the large amounts of data
and information available. Through analysis and running estimates, staffs perform battle tracking and COP
management to help commanders understand situations, make and implement decisions, control operations,
and assess progress. Units facilitate situational understanding through knowledge and information
management when they create, organize, apply, and transfer knowledge to help develop a COP.

BATTLE RHYTHM
4-14. A headquarter's battle rhythm consists of a series of meetings (to include working groups and
boards), briefings, and other activities synchronized by time and purpose. A battle rhythm is a deliberate
daily cycle of command, staff, and unit activities intended to synchronize current and future operations
(FM 6-0). The chief of staff (COS) or executive officer (XO) oversees the unit's battle rhythm. The COS or
XO ensures activities are logically sequenced to ensure that the output of one activity informs another
activity's inputs. Not only is this important internally within the headquarters, the unit's battle rhythm must
nest with the higher headquarters. This ensures that the information pertinent to decisions and the
recommendations on decisions made in the headquarters are provided in a timely manner to influence the
decision making of the higher headquarters, where appropriate. Understanding the purpose and potential
decisions of each meeting and activity is equally important.
4-15. Understanding allows the staff and subordinate commanders to provide appropriate input to influence
decisions. The COS or XO balances other staff duties and responsibilities with the time required to plan,
prepare for, and hold meetings and conduct briefings. The COS or XO also critically examines attendance
requirements. Some staff sections and CP cells may lack personnel to attend all events. The COS or XO
and staff members constantly look for ways to combine meetings and eliminate unproductive ones. The
battle rhythm enables—
 Establishing a routine for staff interaction and coordination.
 Facilitating interaction between the commander and staff.
 Synchronizing activities of the staff in time and purpose.
 Facilitating planning by the staff and decision making by the commander.

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4-16. The battle rhythm changes during execution as operations progress. For example, early in an
operation a commander may require a daily plans update briefing. As the situation changes, the commander
may only require a plans update every three days. Some factors that determine a unit's battle rhythm may
include the staff's proficiency, higher headquarters' battle rhythm, and current mission. In developing the
unit's battle rhythm, the chief COS or XO considers—
 Higher headquarters' battle rhythm and reporting requirements.
 Subordinate headquarters' battle rhythm requirements.
 The duration and intensity of the operation.
 Integrating cells' planning requirements.
4-17. An effective battle rhythm requires the COS's active management and the staff's meeting discipline.
Battle rhythm is consistently adjusted based on the environment. The COS should establish a deliberate
battle rhythm control process and structure that achieves and maintains effective decision support for the
commander and shared understanding for the staff. The COS accomplishes this by—
 Establishing a battle rhythm management and change control process that requires the staff to
justify event establishment (for example, purpose and authority, agenda, proposed membership,
event location and timing, required product inputs and outputs) or modification. The COS can
impose a "seven-minute drill" requirement on proponents of prospective cross-functional staff
elements for this purpose.
 Documenting and routinely evaluating critical path information flows and identifying
opportunities to streamline or eliminate unnecessary or redundant events and processes.
 Regularly checking battle rhythm events to ensure the staff's or command group's time is in
support of the commander's decision cycle and staff shared understanding. Meeting chairpersons
should research and understand techniques for effective meeting discipline, such as establishing
a clear agenda that supports processing inputs in support of the commander's decision cycle and
selectively limiting attendance to essential personnel.
 Placing accountability on staff leads for developing effective critical path information exchange
flows with clear inputs and outputs for their respective functions and supporting cross-functional
battle rhythm events.
 Maintaining awareness of critical staff positions that are in high demand for event participation.
Additionally, staff leads should not automatically be assigned to participate in every
cross-functional battle rhythm event. Instead, event membership should be based on who has the
delegated authority to make decisions. For example, some high demand subject matter experts
(such as the political advisor and staff judge advocate) are important members of events but will
likely not be able to support multiple events at the same time.
 Providing discipline in battle rhythm execution necessary to maintain sufficient unscheduled
time. Without a conscious effort to preserve valuable time for both the commander and staff to
think and work, the battle rhythm can become overwhelming and counterproductive.
Table 4-3 depicts a sample headquarter's battle rhythm.

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 Executing

Technique: The name "seven-minute drill" refers to the fact that the proponent staff officer has about
seven minutes to explain to the COS or XO "why" that particular meeting is necessary and how it
supports the commander's decision cycle. The seven-minute drill provides a format by which the staff
proponent summarizes the purpose for a prospective meeting. For example, each meeting lead presents
a quad chart to the COS or XO that explains the meeting’s purpose, attendees, and how it supports
decision making. The approved quad charts are used later to assess meeting effectiveness and ensure
the meeting accomplishes its intended purpose. Effective use of the seven-minute drill facilitates
synchronized meetings and prevents arbitrary changes. Leaders can also use the quad chart to quickly
inform new staff members about meeting expectations and determine if a meeting is still necessary.
Variations of the seven minute drill quad chart can be used to quickly update decision makers (see
ATP 6-01.1 for additional details on a seven-minute drill. See table 4-2 for an example seven-minute
drill quad chart).
Table 4-2. Example seven-minute drill quad chart
General Participants
Title Staff lead
Purpose Chair
Frequency Members
Duration
Location
Medium
Inputs and Outputs Agenda
Inputs First item
Outputs Second item

Table 4-3. Sample headquarters battle rhythm

Time Event Location Participants
Note. Event Time is Situationally Dependent
0600 Shift Change CP Ops Center Entire staff
0800 Situation Update to CDR Briefing Room CDR, Deputy CDR, COS, G-1, G-2, G-3, G-4, G-5, G-6, CDR’s
Personal and Special Staffs, Subordinate Liaison, others as
required
0900 CDR VTC with subordinate Briefing Room CDR, Subordinate CDRs
commanders
1000 Targeting Board Meeting Briefing Room Deputy CDR, G-2, G-3, Subordinate Liaison, others as required
1100 IO working Group Briefing Room IO Staff, CA, PA, G-1, G-2, G-3, G-4, G-5, G-6, Subordinate
Liaison, others as required
1200 Battle Update Assessment Briefing Room CDR, Deputy CDR, COS, G-1, G-2, G-3, G-4, G-5, G-6, CDR’s
Personal and Special Staffs, Subordinate Liaison, others as
required
1300 Protection Working Group CP Ops Center FP Officer, G-1, G-2, G-3, G-4, G-5,G-6, Subordinate Liaison,
others as required
1800 Shift Change CP Ops Center Entire staff
2000 Combat Assessment Briefing Room CDR, Deputy CDR, COS, G-1, G-2, G-3, G-4, G-5, G-6, CDR’s
Board Personal and Special Staffs, Subordinate Liaison, others as
required

4-18. Each event has an event name typically describing its function, as well as a chairperson, purpose,
location, time, frequency, facilitator, review date, members, and key tasks (agenda). Each named staff
section must bring their specified input and products. It may also be important to specify the delivery time
of these inputs to provide time to act or analyze the input prior to the event. These inputs lead to specified
output products. Determination must be made as to when outputs are required and to whom or for what
future event.

BATTLE DRILLS
4-19. A battle drill is a collective action rapidly executed without applying a deliberate decision-making
process. A battle drill or SOP rehearsal ensures that all participants understand a technique or a specific set

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of procedures. Throughout preparation, units and staffs rehearse battle drills and SOPs. Leaders place
priority on drills or actions they anticipate occurring during the operation. For example, a transportation
platoon may rehearse a battle drill on reacting to an ambush while waiting to begin movement.
4-20. All echelons use battle drills, but they are most common for platoons, squads, and sections. The
rehearsals are conducted throughout preparation and are not limited to published battle drills. All echelons
can rehearse such actions as a CP shift change, an obstacle breach lane-marking SOP, or a
refuel-on-the-move site operation.

COMMAND POST BATTLE DRILLS

4-21. Each CP requires the implementation of battle drills to react to a variety of situations that may be
encountered while conducting operations. A battle drill is initiated on a cue, such as enemy action or a
leader's command, and is a trained response to the given stimulus. A battle drill requires minimal leader
orders to accomplish. Synchronization and reaction speed are enhanced when battle drills are identified and
the required reactions are defined in the unit SOP and rehearsed during training. Typical CP battle drills
include, but are not limited to—
 React to an air, ground, or chemical, biological, radiological, or nuclear attack.
 React to indirect fire.
 React to jamming or suspected communications compromise.
 Execute dynamic targeting.
 Execute a close air support mission.
 React to a cyber intrusion or attack.
 React to a mass casualty incident.
 React to a civil riot or incident.
 React to significant collateral damage.
 React to incorrect information affecting an operational environment.
 React to a degraded network.
 React to a duty status and whereabouts unknown incident.
4-22. CP battle drills are very similar to SOPs, however, there is a key difference in that battle drills
require an immediate response when the trigger is initiated for a given stimulus. For example, a CP has an
SOP that guides the execution of CP security operations. A battle drill addresses the immediate actions
required in reacting to an enemy attack when conducting security operations.
4-23. Situations that require the implementation of CP battle drills generally fall into two categories:
(1) direct action against the CP itself and (2) actions that occur away from the CP that require rapid
decision making and collective support across the CP functional cells. To understand battle drills and how
to employ them, it is important to know their purpose and characteristics.

PURPOSE OF COMMAND POST BATTLE DRILLS

4-24. The purpose of conducting CP battle drills is to achieve an advantage in controlling the tempo of
routine collective tasks routinely executed in a time-constrained environment. CP battle drills allow units to
perform basic functions without hesitation or need for further coordination, assistance, or delay. CP battle
drills are not designed for a specific unit type but rather represent a common methodology for executing
common recurring tasks.

CHARACTERISTICS OF COMMAND POST BATTLE DRILLS

4-25. CP battle drills have the following characteristics:
 Require speed in execution.
 Require minimal leader orders to accomplish.
 Based on mission variables and can be changed to fit the needs of the unit.
 Sequential actions vital to success in combat or critical to preserving life.

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 Trained responses to enemy actions or leaders' orders.

4-26. Rehearsals are key to the success of CP battle drills. Each drill should be practiced until CP
personnel can execute to standard. Rehearsing the CP battle drills ensures—
 All CP personnel understand and demonstrate the capability to execute the battle drill.
 Improper execution of battle drills is discovered and corrected.
 All assets within the CP and any planned potential support from other elements in the area of
operations (AO) are fully integrated.
 CP personnel have confidence in their abilities and are fully prepared to execute command post
battle drills.
Table 4-4 details a command post battle drill method.
Table 4-4. Command post battle drill method
Step CP Battle Drill Method
Every CP battle drill has a key event or events that start the drill. Trainers
identify and clearly define the event or events based on their mission analysis of
the operational environment. Based on the echelon of the HQ executing the CP
Step 1. Identify the
battle drill, the initiating event may have qualifying criteria such as a specific
initiating trigger.
number of individuals or organizational size (for example, 500 demonstrators,
four tanks, a battalion, and three aircraft). Those elements of the initiating event
must be included in the CP battle drill format.
Just as every CP battle drill has an initiating trigger, it also has an ending trigger.
The ending trigger is best described as a set of clearly defined conditions that,
Step 2. Identify the once achieved, trigger a decision to end the drill and resume steady state
ending trigger. operations. Continue the drill until a new set of conditions or effects are achieved
(must be defined by drill leader if not part of the established battle drill), or hand
off any remaining tasks to a specified organization or agency.
Alerting the organization that a CP battle drill initiating event has occurred may
Step 3. Establish an be standardized for all CP battle drills such as “attention in the CP” or, a unique
alert procedure. alert for each drill. Regardless of the method chosen, the battle drill should
include in its published format the method for alerting all participating members.
There must be a defined technique for ensuring the “who, what, when, where,
and why” (5 W’s) of the initiating event is known by all. This is in order to cross
Step 4. Establish a
level all existing information and provide a cognitive foundation for participating
method that provides
drill members to receive guidance and other relevant information and data. The
current common
more standardized this procedure is the more foundational it becomes. For
situational awareness.
example, key CP cell members report to the current operations integrating cell
once the alert is given.
Step 5. Identify key This is the most important element of the CP battle drill. The first step for
information requirements, identifying tasks is to identify key actions, information, and necessary decisions
necessary decisions, and as well as who reserves, is delegated, or needs to have decision authority. The
the decision authority to outcome of these tasks identifies the decision makers that choose the actions,
achieve the ending trigger decisions, and information required.
for the CP battle drill.
Responsibilities for who does what during each drill must be defined. Consider
Step 6. Assign
establishing responsibilities for who leads the drill, who records the drill, and who
responsibilities and
has the authority to determine when the appropriate actions have been taken to
decision authority.
achieve the ending trigger conditions.
The CP battle drill process is unique to every organization. The specific process
should be an SOP recorded item and must be rehearsed along with the
individual battle drills to be of any value. An example of a battle drill process
follows—
Step 7. Establish a CP
battle drill process. Develop a CP battle drill template (a standard format for the SOP).
Develop reporting and recording tools.
Develop an AAR procedure for executing and rehearsing CP battle drills.
Develop a process for capturing information and extrapolating decisions.

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FLOWCHART FORMAT
4-27. One of the most common CP battle drill format found in unit SOPs is the flowchart format. A flowchart
is a type of diagram that represents a workflow or process, showing the steps as boxes and their order by
connecting them with arrows. This diagrammatic representation illustrates a solution model to a given
problem or CP battle drill. Figure 4-1 shows an example of a command post battle drill flowchart format.

Figure 4-1. Command post battle drill flowchart format

TABLE FORMAT FOR A COMMAND POST BATTLE DRILL

4-28. The table format is a simple but effective technique for documenting battle drills. Rather than a to-do
list, it's a focused checklist of steps to execute a specific task. The steps can be listed in sequence or by
function. Table 4-5 shows an example table format for a command post battle drill.

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Table 4-5. Example table format for a command post battle drill
Entity Responsibility
Receives and confirms information that a Soldier, U.S. citizen, or contractor is
missing or believed to be captured or that a coalition aircraft has executed
emergency landing.
Obtains the following information: POC unit making the report, type of victim in
Current Operations incident, location, time of abduction, how abduction occurred, units operating in
Integrating Cell current AO, potential suspects.
Activate the PRCC. Directs initial containment measures, contacts adjacent
units.
Alerts and launches QRF.
Reviews report against CCIRs and directs necessary notifications.
Ensures personal information is protected by all.
Ensures initial report is sent to higher headquarters as required.
Battle Captain or
CHOPs Convenes selected working group as necessary in order to develop a plan for
recovery.
Secures launch decision of PRCC assets.
Develops fragmentary order in support of operations as needed.
Determine available information collection assets (SIGINT, ELINT, EW with
higher). Requests re-tasking of assets to assist in locating missing soldier if
appropriate
Intelligence Cell Requests increase in SIGINT collection in focus area, be prepared to request
UAS coverage and most recent available imagery of area
Assess incident local area for likely or potential insurgent or terrorist groups;
post air and ground threat assessment
Assess available assets in range of personnel recovery. Reposition CAS.
Fires Cell
Establish No Fire Area around crash site and survivors.
Conduct mine threat analysis of personnel recovery area, post mine threat
Engineer Cell
assessment, compile mine map, and distribute.
Alert units to situation, verify location of elements directly adjacent to focus
LNOs
area.
PMO Coordinate with unit or host nation law enforcement. Contact CID as required.
Determine available assets as required, BPT request support for BCTs, and
notify AVN units.
ALO or G-3 Air
Alert MEDEVAC, DART, and airspace control, and establish a restricted
operation zone.
When applicable, contact local government officials and religious figures for
CMO or G-9
information regarding situation.
Assess and provide assets available to deliver immediate MISO products to
IO or MISO
supported BCT for dissemination.
Contact higher PAO and begin to prepare and staff press release if
PAO
appropriate.
OSC Upon arrival at site, OSC clears fires, C2s arrival of units.
ALO air liaison officer G-9 assistant chief of staff, civil affairs operations
AVN aviation OSC on-site commander
CHOPs chief of operations PAO public affairs officer
CID criminal investigation division POC point of contact
CMO civil-military operations PMO provost marshal office
DART downed aircraft recovery team PRCC personnel recovery coordination cell
ELINT electronic intelligence QRF quick reaction force
EW electromagnetic warfare SIGINT signals intelligence
UAS unmanned aircraft system

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Chapter 4

THE RAPID DECISION-MAKING AND SYNCHRONIZATION

PROCESS
4-29. The material in this section is derived from FM 6-0.
4-30. The rapid decision-making and synchronization process (RDSP) is a technique that commanders and
staffs commonly use during execution. While identified here with a specific name and method, the
approach is not new; its use in the Army is well established. Commanders and staffs develop this capability
through training and practice. When using this technique, the following considerations apply—
 "Rapid" is often more important than "process".
 Much of it may be mental rather than written.
 RDSP should become a battle drill for the current operations integration cells, future operations
cells, or both.
4-31. While the military decision-making process (MDMP) seeks the optimal solution, the RDSP seeks a
timely and effective solution within the commander's intent, mission, and concept of operations.
Operational and mission variables continually change during execution. This often invalidates or weakens
courses of action (COAs) and decision criteria before leaders can make a decision. Under the RDSP,
leaders combine their experience and intuition to quickly reach situational understanding. Based on this,
they develop and refine workable COAs.
4-32. RDSP facilitates continuous integration and synchronization of the warfighting functions to address
ever-changing situations. It meets the following criteria for effective decision making during execution:
 Comprehensive—integrates all warfighting functions. It is not limited to any single warfighting
function.
 Supportive—ensures all actions support the DO by relating them to the commander's intent and
concept of operations.
 Responsive—allows rapid changes to the order or mission.
 Continuous—allows commanders to react immediately to opportunities and threats.
4-33. The RDSP is based on an existing order and the commander's priorities as expressed in the
order. The most important of these control measures are the commander's intent, concept of operations,
and commander's CCIRs. RDSP includes five steps:
 Compare the current situation to the order.
 Determine that a decision, and what type, is required.
 Develop a COA.
 Refine and validate the COA.
 Implement.
 Leaders may perform the first two steps in any order, including concurrently. The last three steps
are performed interactively until commanders identify an acceptable COA. Figure 4-2 depicts
the RDSP.

Figure 4-2. The rapid decision-making process

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STEP 1. COMPARE THE CURRENT SITUATION TO THE ORDER

4-34. Commanders and staffs identify likely variances during planning, options that will be present, and
actions that will be available when each variance occurs. During execution, commanders and staffs monitor
the situation to identify changes in conditions. Then they ask if these changes affect the overall conduct of
operations or their part in them and if the changes are significant. Finally, they identify if the changed
conditions represent variances from the order—especially opportunities and risks. Staff members use
running estimates to look for indicators of variances that affect their warfighting function (see table 4-6 on
pages 147–148 for examples of indicators of variances).
4-35. Staff members are particularly alert for answers to CCIRs that support anticipated decisions. They
also watch for exceptional information. Exceptional information is any piece or group of information that
could affect decision making. Exceptional information usually reveals a need for an adjustment decision.
4-36. When performing RDSP, the current operations integration cell first compares the current situation to
the one envisioned in the order. It may obtain assistance from the assessment section or the red team
section in this analysis. If the situation requires greater analysis, the COS or XO may task the future
operations cell (where authorized) or the plans cell to perform this analysis. At echelons with no future
operations cell, the plans cell or the current operations integration cell performs this function.

Table 4-6. Example indicators of variances that may require RDSP

Types Indicators
Answer to a commander’s critical information requirement.
Identification of an information requirement.
Change in mission.
General

Change in organization of unit.

Change in leadership of unit.
Signing or implementation of peace treaty or other key political arrangement.
Change in capabilities of subordinate unit.
Change in role of host nation military force.
Climate changes or natural disasters operations.
Identification of enemy main effort.
Identification of enemy reserves or counterattack.
Indications of unexpected enemy action or preparation.
Increase in enemy solicitation of civilians for intelligence operations.
Identification of an information requirement.
Intelligence

Insertion of manned surveillance teams.

Disruption of primary and secondary education system.
Unexplained disappearance of key members of intelligence community.
Enemy electromagnetic attack use.
Indicators of illicit economic activity.
Identification of threats from within the population.
Identification of high value targets.
Unmanned aircraft system launch.
Answer to a priority intelligence requirement.
Enemy rotary wing or unmanned aircraft system use.
Success or failure in breaching or gap crossing operations.
Capture of significant numbers of enemy prisoners of war, enemy CPs, supply points, or artillery units.
Movement and

Establishment of road blocks along major traffic routes.

maneuver

Unexplained displacement of neighborhoods within a given area of operations.

Success or failure of a subordinate unit task.
Modification of an airspace coordinating measure.
Numbers of dislocated civilians sufficient to affect friendly operations.
Damages to civilian infrastructure affecting friendly mobility.
Loss of one or more critical transportation systems.

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Chapter 4

Table 4-6. Example indicators of variances that may require RDSP (continued)

Types Indicators
Receipt of an air tasking order.
Battle damage assessment results.
Unplanned repositioning of firing units.
Identification of high payoff targets.
Fires

Identification of an information requirement.

Execution of planned fires.
Modification of a fire support coordination measure.
Effective enemy counterfire.
Negative effects of fires on civilians.
Chemical, biological, radiological, nuclear report or other indicators of enemy chemical, biological,
radiological, or nuclear use.
Report or other indicators of enemy improvised explosive device use.
Indicators of coordinated enemy actions against civilians or friendly forces.
Protection

Increased criminal activity in a given area of operations.

Increase in organized protests or riots.
Identification of threats to communications or computer systems.
Reports of enemy targeting critical host-nation infrastructure.
Identification of threat to base or sustainment facilities.
Escalation of force incidents.
Loss of border security.
Significant loss of capability in any class of supply.
Identification of significant incidences of disease and non-battle injury casualties.
Mass casualties.
Receipt of significant resupply.
Disruption of one or more essential civil services (such as water or electricity).
Contact on a supply route.
Sustainment

Answer to a friendly force information requirement.

Mass detainees.
Degradations to essential civilian infrastructure by threat actions.
Civilian mass casualty event beyond capability of host-nation resources.
Identification of significant shortage in any class of supply.
Outbreak of epidemic or famine within the civilian population.
Medical evacuation launch.
Dislocated civilian event beyond capability of host-nation resources.
Disruption of key logistics LOC.
Changes in availability of host nation support.
Impending changes in key military leadership.
Command and

Interference with freedom of the press or news media.

control

Receipt of a fragmentary order or warning order from higher headquarters.

Effective threat information efforts on civilians.
Loss of civilian communications nodes.
Loss of contact with a CP or commander.
Jamming or interference.

STEP 2. DETERMINE THE TYPE OF DECISION REQUIRED

4-37. When a variance is identified, the commander directs action while the chief of operations leads chiefs
of the current operations integration cell and selected functional cells in quickly comparing the current
situation to the expected situation. This assessment accomplishes the following:
 Describes the variance.
 Determines if the variance provides a significant opportunity or threat and examines the
potential for either.
 Determines if a decision is needed by identifying if the variance:
 Indicates an opportunity that can be exploited to accomplish the mission faster or with fewer
resources.
 Directly threatens the decisive operation’s (DO’s) success.
 Threatens a shaping operation (SO) such that the variance may threaten the DO directly or
in the near future.

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 Can be addressed within the commander's intent and concept of operations (if so, determine
what execution decision is needed).
 Requires changing the concept of operations substantially (if so, determine what adjustment
decision or new approach best suits the circumstances).
4-38. For minor variances, the chief of operations works with other cell chiefs to determine whether
changes to control measures are needed. If so, they determine how those changes affect other warfighting
functions. They direct changes within their authority (execution decisions) and notify the COS or XO and
the affected CP cells and staff elements.
4-39. Commanders intervene directly in cases that affect the overall direction of the unit. They describe the
situation, direct their subordinates to provide any additional information they need, and order either
implementation of planned responses or development of an order to redirect the force.

STEP 3. DEVELOP A COA

4-40. If a variance requires an adjustment decision, the designated integrating cell and affected CP cell
chiefs recommend implementation of a COA or obtain the commander's guidance for developing one. They
use the following conditions to screen possible COAs:
 Mission.
 Commander's intent.
 Current dispositions and freedom of action.
 CCIRs.
 Limiting factors, such as supply constraints, boundaries, and combat strength.
COA considerations include, but are not limited to, those shown in table 4-7 on page 150.
4-41. New options must conform to the commander's intent but may alter the concept of operations and
CCIRs. If CCIRs change, the commander must approve those changes. Staff leaders identify areas within
their fields of expertise that may be affected by proposed changes to the order or mission.
4-42. The commander is as likely as anyone else to detect the need for change and to sketch out options.
Whether the commander, COS, XO, or chief of operations does this, the future operations cell is often
directed to further develop the concept and draft the order. The chief of operations and the current
operations integration cell normally lead this effort, especially if the response is needed promptly or the
situation is not complex. The commander, COS, or XO is usually the decision-making authority, depending
on the commander's delegation of authority.
4-43. Commanders may delegate authority for execution decisions to their deputies, COSs, XOs, or their
operations officers. They retain personal responsibility for all decisions and normally retain the authority
for approving adjustment decisions.
4-44. When reallocating resources or priorities, commanders assign only minimum essential assets to SOs.
They use all other assets to weight the DO. This applies when allocating resources for the overall operation
or within a warfighting function.
4-45. Commanders normally direct the future operations cell or the current operations integration cell to
prepare a FRAGORD setting conditions for executing a new COA. When lacking time to perform the
MDMP, or quick action is desirable, commanders make an immediate adjustment decision in the form of a
focused COA. Developing the focused COA often follows mental war-gaming by commanders until they
reach an acceptable COA. If time is available, commanders may direct the plans cell to develop a new
COA using the MDMP, and the considerations for planning become operative.

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Chapter 4

Table 4-7. COA considerations

Types Indicators
Modifying PIRs and other intelligence requirements.
Intelligence
Updating named areas of interest and target areas of interest.
Updating the intelligence estimate.
Updating the enemy SITEMP and enemy COA statements.
Modifying the information collection plan.
Confirming or denying threat COA.
Modifying the deception plan.
Assigning new objectives.
Assigning new tasks to subordinate units.
Movement and

Adjusting terrain management.

maneuver

Employing obscurants.
Modifying airspace coordinating measures.
Making unit boundary changes.
Emplacing obstacles.
Clearing obstacles.
Establishing and enforcing movement priority.
Commitment of the reserve criteria.
Delivering fires against targets or target sets.
Modifying the high-payoff target list and the attack guidance matrix.
Modifying radar zones.
Fires

Modifying the priority of fires.

Modifying fire support coordination measures.
Modifying support relationships.
Moving air defense weapon systems.
Establishing decontamination sites.
Protection

Conducting chemical, biological, radiological, and nuclear reconnaissance.

Establish movement corridors on critical LOCs.
Changing air defense weapons control status.
Enhancing survivability through engineer support.
Revising and updating personnel recovery coordination.
Reassigning or repositioning response forces.
Prioritizing medical evacuation assets.
Sustainment

Repositioning logistics assets.

Positioning and prioritizing detainee and resettlement assets.
Repositioning and prioritizing general engineer assets.
Modifying priorities.
Modifying distribution.
Moving communications nodes.
Command and

Moving CPs.
control

Modifying information priorities for employing information as combat power.

Adjusting themes and messages to support the new decision.
Adjusting measures for minimizing civilian interference with operations.
Revising recommended protected targets.
Modifying succession of command.

STEP 4. REFINE AND VALIDATE THE COA

4-46. Once commanders describe the new COA, the current operations integration cell conducts an
analysis to validate its feasibility, suitability, and acceptability. If acceptable, the COA is refined to
resynchronize the warfighting functions enough to generate and apply the needed combat power. Staffs
with a future operations cell may assign that cell responsibility for developing the details of the new COA
and drafting a FRAGORD to implement it. The commander, COS, or XO may direct an "on-call"
operations synchronization meeting to perform this task and ensure rapid resynchronization.
4-47. Validation and refinement are done quickly. Normally, the commander and staff conduct a mental
war game of the new COA. They consider potential enemy reactions, the unit's counteractions, and
secondary effects that might affect the force's synchronization. Each staff section considers the following
items:
 Is the new COA feasible in terms of my warfighting function?
 How will this action affect my warfighting function?
 Does it require changing my information requirements?

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 Should any of the information requirements be nominated as a CCIR?

 What actions within my warfighting function does this change require?
 Will this COA require changing objectives or targets nominated by staff members?
 What other CP cells and elements does this action affect?
 What are potential enemy reactions?
 What are the possible friendly counteractions?
 Does this counteraction affect my warfighting function?
 Will it require changing my information requirements?
 Are any of my information requirements potential CCIRs?
 What actions within my warfighting function does this counteraction require?
 Will it require changing objectives or targets nominated by staff members?
 What other CP cells and elements does this counteraction affect?
4-48. Validation and refinement shows if the COA will solve the problem adequately. If it will not, the
COS or chief of operations modifies it through additional analysis or develops a new COA. The COS or
XO informs the commander of any changes made to the COA.

STEP 5. IMPLEMENT
4-49. When a COA is acceptable, the COS or XO recommends implementation to the commander or
implements it directly, if the commander has delegated that authority. Implementation normally requires a
FRAGORD; in exceptional circumstances, it may require a new operation order. That order changes the
concept of operations (in adjustment decisions), resynchronizes the warfighting functions, and disseminates
changes to control measures. The staff uses warning orders (WARNORDs) to alert subordinates to a
pending change. The staff also establishes sufficient time for the unit to implement the change without
losing integration or being exposed to unnecessary tactical risk.
4-50. Commanders often issue orders to subordinates verbally in situations requiring quick reactions. At
battalion and higher echelons, written FRAGORDs confirm verbal orders to synchronize, integrate, and
notify all parts of the force. If time permits, leaders verify that subordinates understand critical tasks.
Verification methods include the confirmation brief and backbrief. These are conducted both between
commanders and within staff elements to ensure mutual understanding.
4-51. After analysis is complete, the current operations integration cell and CP cell chiefs update decision
support templates (DSTs) and synchronization matrices. When time is available, the operations officer or
chief of operations continues this analysis and completes combat power integration to the operation's end.
Staff members begin the synchronization needed to implement the decision. This synchronization involves
collaboration with other CP cells and subordinate staffs. Staff members determine how actions in their
areas of expertise affect others. They coordinate those actions to eliminate undesired effects that might
cause friction. The cells provide results of this synchronization to the current operations integration cell and
the COP.

MEETINGS
4-52. Meetings are gatherings to present and exchange information, solve problems, coordinate action,
and/or obtain decisions. Meetings may involve members of the staff; the commander and staff; or the
commander, subordinate commanders, staff, and unified action partners. Who attends which meeting
depends on the purpose.
4-53. CP cells, staff sections, boards, working groups, and planning teams all conduct meetings. Modern
command and control information systems, such as the command post of the future (CPOF), allow virtual
participation of meeting members when face-to-face coordination is unnecessary or not practicable. For
example, a division headquarters may conduct a protection working group meeting with members of the
staff attending face-to-face while subordinate unit participation is via defense collaboration services.

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Chapter 4

MEETING BASICS
4-54. Efficient meetings help build and maintain shared understanding, facilitate decision-making, and
coordinate action. To ensure meetings are organized well and achieve what is intended, staff leads develop
instructions for each meeting to include the following:
 Purpose.
 Frequency, duration, and location.
 Medium (face-to-face, video teleconference, and others).
 Expected participants (staff lead, chairperson, and members).
 Required inputs (for example, updated collection plan).
 Expected outputs (for example, approved target nominations).
 Agenda.
4-55. Clearly defining the purpose and desired outputs of each meeting helps determine required inputs,
meeting membership, and outputs expected. One technique is for the COS or XO to bring the staff together
to discuss, modify, and approve the instruction for each meeting as part of battle rhythm development.
Following approval by the COS or XO, meeting instructions become parts of the unit's SOP.

MEETING NOTES
4-56. Recording and sharing the results of each meeting helps maintain shared understanding internal and
external to the headquarters. Staff leads capture relevant information at the conclusion of each meeting to
include issues, recommendations, decisions, guidance, and tasking. The unit's knowledge management plan
should provide a standard format for meeting notes and provide instructions on where to place and how to
access meeting notes on the unit's web portal. An example format for meeting minutes includes—
 Meeting title.
 Date and time group.
 Attendees.
 Meeting summary to include—
 Issues raised.
 Recommendations determined.
 Decisions made.
 Guidance offered.
 Taskings or due-outs.

BOARDS AND WORKING GROUPS

4-57. The commander establishes boards and working groups to bring together cross-functional expertise
to coordinate action, solve problems, and make decisions. The primary difference between boards and
working groups is the level of authority granted to boards by the commander. Commanders chair boards or
grant decision-making authority to boards within a specific functional area. Working groups coordinate
action and develop recommendations for approval by the commander or a board. Boards and working
groups conduct meetings that are scheduled on the unit's battle rhythm.

Boards
4-58. Commanders establish boards and assign responsibilities and decision-making authority for each
board. The output of a board is a decision. The commander or a senior leader chairs boards with members
of the boards consisting of staff elements, subordinate commands, and other organization representatives as
required. Typical boards found on the unit's battle rhythm include—
 Operations assessment board.
 Plans synchronization board.
 Sustainment board.
 Targeting board.

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 Resource boards.

Working Groups
4-59. A working group is a grouping of predetermined staff representatives who meet to provide analysis,
coordinate, and provide recommendations for a particular purpose or function (FM 6-0). Working groups
address various subjects depending on the situation and echelon. Battalion and brigade headquarters have
fewer working groups than higher echelons do. Working groups may convene daily, weekly, monthly, or
intermittently depending on the subject, situation, and echelon. Typical working groups at division and
corps headquarters scheduled within the unit's battle rhythm include—
 Assessment working group.
 Civil affairs operations working group.
 Cyberspace electromagnetic activities working group.
 Foreign disclosure working group.
 Information collection working group.
 Information operations working group.
 Knowledge management working group.
 Protection working group.
 Sustainment working group.
 Targeting working group.

Note. Joint doctrine uses different terms. Boards, bureaus, cells, centers, and working groups
(B2C2WG) are discussed further in JP 3-33.

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 Appendix A
Offensive Tactics, Techniques, Procedures, and
Considerations

This appendix provides an introduction to offensive operations and describes

common offensive tactics, techniques, procedures, and considerations for executing
an attack, a gap crossing, a movement to contact, an air assault, and a breakout from
encirclement.

INTRODUCTION TO OFFENSIVE OPERATIONS

A-1. This appendix is derived from ADP 3-90, FM 3-90-1, and FM 3-96.
A-2. An offensive operation is an operation to defeat or destroy enemy forces and gain control of terrain,
resources, and population centers (ADP 3-0). The purposes of offensive operations are to defeat, destroy, or
neutralize enemy forces. A commander may also conduct offensive actions to—
 Secure decisive terrain.
 Deprive the enemy of resources.
 Gain information.
 Deceive and divert an enemy force.
 Fix an enemy force in position.
 Disrupt an enemy force’s attack.
 Set the conditions for future successful operations.
The offense supports friendly operations in the air, maritime, space, and cyberspace domains, and in the
information environment. These operations destroy, dislocate, disintegrate, or isolate an enemy force.
A-3. Success in offensive operations depends on the proper application of combat power within the
fundamental characteristics of the offense: audacity, concentration, surprise, and tempo.
 Audacity is a willingness to take bold risks.
 Concentration is massing the effects of combat power in time and space at the decisive point to
achieve a single purpose.
 Surprise is attacking the enemy at a time or place the enemy does not expect or in a manner that
the enemy is unprepared for.
 Tempo is the relative speed and rhythm of military operations over time with respect to the
enemy (ADP 3-0).
A-4. The commander seizes, retains, and exploits the initiative when conducting offensive actions.
Specific operations may orient on a specific enemy force or terrain feature as a means of affecting the
enemy. Even when conducting primarily defensive actions, wresting the initiative from the enemy
requires offensive action.
A-5. There are four types of offensive operations:
 Movement to contact. A type of offensive operation designed to develop the situation and to
establish or regain contact (ADP 3-90).
 Attack. A type of offensive operation that destroys or defeats enemy forces, seizes and secures
terrain, or both (ADP 3-90).
 Exploitation. A type of offensive operation that usually follows a successful attack and is
designed to disorganize the enemy in depth (ADP 3-90).

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Appendix A

 Pursuit. A type of offensive operation designed to catch or cut off a hostile force attempting to
escape, with the aim of destroying it (ADP 3-90).
A-6. This appendix provides common offensive tactics, techniques, procedures, and considerations for
executing an attack, gap crossing, movement to contact, air assault, and breakout of encirclement.
Figure A-1 provides a graphic of considerations for planning and executing an attack.

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 Offensive Tactics, Techniques, Procedures, and Considerations

Figure A-1. Offensive planning and executing considerations

07 December 2020 ATP 5-0.2-1 157

Appendix A

BREACH ACTIVITIES
A-7. This section is derived from ATP 3-90.4/MCWP 3-17.8.
A-8. Breaching allows maneuver despite the presence of enemy obstacles that are covered by fire and used
to shape engagement areas. It is one of the most difficult combat tasks to perform and is characterized by
thorough reconnaissance, detailed planning, extensive preparation and rehearsal, and a massing of combat
power. Breaching begins when friendly forces detect an obstacle and being to apply the breaching
fundamentals. Breaching ends when battle handover occurs between follow-on forces and the unit
conducting the breach. Breaching includes the reduction of minefields, other explosive hazards, and other
obstacles. Most breaches are conducted by either a brigade combat team (BCT) or a battalion task force,
both of which require significant augmentation.
A-9. When a force encounters an obstacle, the commander has two decisions. If friendly forces must react
immediately to extricate forces from an untenable position within an obstacle and no other breaching assets
are available, or a friendly force is in a minefield receiving effective fires, the commander may decide to
immediately bull or force through the minefield as a lesser risk to the force rather than withdraw or reduce
the obstacle. The other decision, if time allows, is to conduct a breach.

PLANNING FOR BREACH ACTIVITIES

A-10. Planning for breach activities follows the military decision making process, but it is important to take
in consideration, the breaching types, tenets of breaching when determining how best to breach an obstacle.

Breaching Types
A-11. There are three general types of breaches: deliberate, hasty, and covert. A deliberate breach is the
creation of a lane through a minefield or a clear route through a barrier or fortification, which is
systematically planned and carried out. A hasty breach is the creation of lanes through enemy minefields by
expedient methods such as blasting with demolitions, pushing rollers or disabled vehicles through the
minefields when the time factor does not permit detailed reconnaissance, deliberate breaching, or bypassing
the obstacle. A covert breach is the creation of lanes through minefields or other obstacles that is planned
and intended to be executed without detection by an adversary.
A-12. An in-stride breach is a type of hasty breach used to describe the situation when a subordinate unit is
expected to organize for and conduct a hasty breach with its assets without affecting the higher unit’s
scheme of maneuver. For example, a BCT conducts an in-stride breach when a subordinate battalion is able
to organize for the breach (support, breach, and assault forces) and breach an obstacle without affecting the
BCT’s scheme of maneuver. In-stride breaching is generally not used below the company level since a
platoon is unable to form effective support, breach, and assault forces.

Breaching Tenets
A-13. Successful breaches are characterized by integrating the breaching tenets into the planning process.
Table A-1 on pages 159–160 lists the tenets and associated planning actions. Tables A-2 and A-3 on
page 160 provide initial planning factors for common threat minefields.

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Table A-1. Breaching tenets

ATP 3-90.4/MCWP 3-17.8
Breaching Tenets Planning actions
• Template enemy obstacles on the SITEMP for each enemy COA during
IPB based on—
 The enemy ability to emplace obstacles based on its capabilities
(manpower, equipment, and materials) and time available.
 The effects of terrain and weather.
Intelligence  The range of enemy weapon systems covering obstacles and
emplacing scatterable mines.
 Develop information requirements on enemy engineer units,
equipment, activities, and obstacles (location, composition, and mine
types).
 Integrate information requirements and engineer reconnaissance
capabilities into the information collection plan.
• Suppress.
 Identify enemy forces that can place direct and indirect fires into the
breach area.
 Identify friendly direct and indirect fire capabilities needed to suppress
enemy forces.
 Determine locations for support forces.
 Establish CFZs for support by fire positions and the reduction area.
• Obscure. Identify available friendly assets and determine the placement
(wind condition), density, and timing of placing obscurants on enemy
positions and placing screening obscuration between the enemy and the
reduction area.
• Secure.
 Identify enemy elements that can reinforce or counterattack into the
Breaching breach area.
fundamentals  Identify friendly direct and indirect fire capabilities needed to defeat
(SOSRA) enemy forces.
 Allocate maneuver forces based on the SITEMP and the ability to
eliminate enemy direct fires on the reduction area.
• Reduce.
 Allocate breaching assets (plan for redundancy) to the breach force
based on the number and width of lanes based on the scheme of
movement and maneuver.
 Determine reduction methods (explosive, mechanical, or physical).
 Establish a lane-marking system.
• Assault.
 Designate a far side objective
 Determine size and composition of the assault force
 Complete the breach by destroying the enemy on the far side of the
obstacle.

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Appendix A

Table A-1. Breaching tenets (continued)

Breaching Tenets Planning actions

• Support force.
 Suppress enemy direct fire and observed indirect fires on the
reduction area.
 Control indirect fires and obscuration within the breach area.
 Prevent the enemy from repositioning or counterattacking to place
direct fires on breach force.
Breaching
organization • Breach force.
 Create and mark lanes for the breach element.
 Secure the obstacle near side and far side for the security element.
 Report lane status and location.
• Assault force.
 Assault through the obstacle and destroy the enemy on the far side.
• Mass combat power to create enemy weakness at the point of breach.
Mass
• Prevent enemy from massing combat power at the point of breach.
• Conduct detailed reverse planning.
• Communicate clear instructions to subordinate units.
Synchronization
• Provide effective command and control.
• Perform combined arms rehearsals.
SOSRA suppress, obscure, secure, reduce, and assault

Table A-2. Enemy standard row minefield dimensions

Types of minefield
Disrupt Fix Turn Block
Frontage (m) 200 200 300 300
Depth (m) 60 60 120 120

Table A-3. Enemy standard minefield resource requirements (number of mines required)
Types of minefield
Disrupt Fix Turn Block
Full width AT mines 60 60 133 133
Pressure-activated mines 110 110 250 250
Note. Calculated by taking the total number of mines per 1 km frontage and dividing by the frontage of minefield (200
m for disrupt/fix, 300 m for turn/block)

A-14. To determine the size and composition of engineering assets in the support, breach, and assault
forces, planners use reverse planning for breaching. The steps for reverse planning for breaching are—
 Step 1. Identify available reduction assets.
 Step 2. Template enemy obstacles.
 Step 3. Understand the scheme of movement and maneuver.
 Step 4. Identify the number of required breach lanes.
 Step 5. Identify the assets required to reduce, proof, and mark lanes.
 Step 6. Task-organize reduction assets within the maneuver forces.

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 Offensive Tactics, Techniques, Procedures, and Considerations

Planning Considerations
A-15. Planning for breaching activities usually follows the military decision making process. Table A-4 on
pages 161–162 shows the steps of the MDMP along with breach planning considerations for each step.

Table A-4. Breach planning considerations in the military decision-making process

Steps of the
Breach planning considerations
MDMP
• Gather geospatial information and products (mobility corridors and combined
obstacle overlays) for the AO.
Receipt of • Gather intelligence products on threat countermobility capabilities and patterns.
mission
• Determine the availability of obstacle information.
• Update running estimates (status of breaching assets).
• Understand the unit mission, commander’s intent, and scheme of maneuver (two
levels up).
• Complete the following as part of the initial IPB—
 Develop terrain products (mobility corridor and combined obstacle overlay).
 Evaluate the effects of terrain and weather on friendly mobility and enemy
countermobility and survivability capabilities.
 Assess enemy countermobility capabilities (manpower, equipment, and
materials), and template enemy obstacles based on threat patterns, terrain, and
Mission time available.
analysis • Identify specified and implied breaching tasks and determine any obvious shortfalls
in breaching assets, engineer forces, and special equipment and initiate requests
for augmentation as early as possible.
• Develop information requirements related to breaching (terrain restrictions and
mobility restraints, necessary or desired obstacle information, enemy
countermobility and survivability capabilities), and recommend draft requirements
as possible CCIRs.
• Integrate information collection tasks and engineer or other necessary specialized
reconnaissance capabilities into the information collection plan.
• Identify the need to conduct a breach for each COA based on mobility corridors and
template enemy obstacles.
• Allocate reduction assets (engineer units and breaching equipment) based on the
COA results of reverse planning.
development
• Develop tasks that implement the breaching fundamentals (SOSRA).
• Determine breach organization requirements (support, breach, assault force) and
ensure that arrayed forces have been adequately resourced.
• Analyze the breach organization—
 Force ratios against variances in the enemy disposition.
 Array of breach assets based on losses or variances in the composition of
obstacles.
• Analyze changes in the planned point of breach, locations of SBF positions, and
COA wind effects on obscuration.
analysis • Analyze friendly reactions to enemy counterattacks within the breach area and
enemy use of scatterable mines to isolate forces and repair breached obstacles.
• Analyze the task organization changes that are required for the breach and insure
that all units have enough time to safely update their command relationships and
locations in preparation for the breach.
• Refine the plan based on results of COA analysis.

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Appendix A

Table A-4. Breach planning considerations in the military decision-making process

(continued)

Steps of the Breach planning considerations

MDMP
• Analyze and evaluate the advantages and disadvantages for each COA in relation
to the ability to execute the breaching:
COA  Ability (time-distance) to shift breaching assets between units beyond the line of
comparison departure.
 Ability to reinforce the breaching forces or respond to enemy counterattacks
within the breach area (use of a reserve).
• Approval for any changes to the essential tasks for mobility.
COA
• Approval for recommended priorities of effort and support.
approval
• Approval for requests for engineer augmentation to be sent to higher headquarters.
• Ensure that the task organization of engineer forces and critical breach equipment
Orders is accurate and clear, to include the necessary instructions for effecting linkup.
production • Ensure the quality and completeness of subunit instructions for performing
breaching.
SOSRA suppress, obscure, secure, reduce, and assault

PREPARING FOR BREACH ACTIVITIES

A-16. During preparation, the commander and staff continues to review IPB products against the current
situation and refining the plans based on reporting from information collection assets. For example, this can
include adjustments to the breach organization, the scheme of maneuver, or the fire support plan.
Subordinate units begin implementing the task organization while performing precombat checks and
inspections. Most importantly, the unit conducts a rehearsal as close as possible to the same conditions as
the actual breach. At a minimum, it should be a leader and key-personnel walk-through and individual
rehearsals by support, breach, and assault forces.

EXECUTING BREACH ACTIVITIES

A-17. Execution involves monitoring the situation, assessing the mission, and making necessary
adjustments. The most common adjustments are the allocation of additional assets to the support, breach, or
assault force due to attrition, changing the location of the point of breach or penetration, modifying the
scheme of maneuver, and changing the order of the units through the created lane.

GAP CROSSING
A-18. This section is derived from ATP 3-90.4/MCWP 3-17.8.
A-19. Gap crossing in support of maneuver is similar to a breach in that the friendly forces are vulnerable
while moving through a lane or across a gap. Friendly units are forced to break movement formations,
concentrate within lanes or at crossing points, and reform on the far side before continuing to maneuver.
While, much of the terminology and planning associated with gap crossing is the same as a breach, a gap
crossing and a breach have a series of differences in complexity and task organization. The scale and scope
of a gap crossing is vastly great than a breach. Additionally, the amount and type of equipment involved in
a wet-gap crossing far outnumbers those required for a breach. Sometimes breaching will include a gap
crossing (tank ditch) as a reduction method. The primary focus of planning and preparation is normally
focused on the breach, which causes the gap crossing to be discussed as a subordinate part of, rather than a
sequential component of the breach.

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 Offensive Tactics, Techniques, Procedures, and Considerations

PLANNING FOR A GAP CROSSING

A-20. Planning for a gap crossing follows the military decision making process, but it is important to take
in consideration, the types of gap crossings, gap crossing fundamentals, and understanding the control
measures involved when determining how best to breach an obstacle.

Types of Gap Crossings

A-21. Just like a breach, gap crossing can be deliberate, hasty, or covert. Hasty crossing has the further
sub-set of in-stride crossing. These categories can then be further defined as either wet-gap or dry-gap
crossings. For example in a hasty dry-gap crossing, friendly forces must determine how best to cross an
obstacle such as an anti-vehicle ditch, a crater, a dry riverbed, or a partially blown bridge. While in a
deliberate wet-gap crossing, friendly forces are determining how to project combat power to the exit bank
of a river or other type of significant water obstacle at a faster rate than the enemy can concentrate forces
for a counter attack.

Gap Crossing Fundamentals

A-22. Gap crossing fundamentals include—
 Surprise.
 Extensive preparation (less for hasty crossing).
 Flexible planning.
 Traffic management.
 Organization.
 Speed.

Surprise
A-23. The range and lethality of modern weapons can allow a smaller force to defeat a larger force exposed
via crossing a gap. Gaps create this possibility by—
 Limiting a force to a small number of crossing sites.
 Splitting the force's combat power on both sides of a gap.
 Exposing the force to fires while crossing a gap.
A-24. Surprise minimizes disadvantages and prevents an enemy from massing forces or fires at a crossing
site. To achieve surprise, commanders enforce security measures such as camouflage; noise control; and
thermal, electromagnetic, and light discipline. In particular, commanders closely control movement and
concealment of gap-crossing equipment and other obvious gap-crossing preparations. Despite modern
technologies, skillful use of night obscurants can still be effective. A deception plan and operations
security, better known as OPSEC, are key factors that will contribute to achieving surprise.

Extensive Preparation
A-25. Comprehensive intelligence of enemy composition and disposition and crossing area terrain must be
accomplished early since planning depends on an accurate and complete intelligence picture. Commanders
plan and initiate a deception plan early to mask actual preparations. Deception activities should conceal the
time and location of the crossing, beginning before and continuing throughout the preparation period. Work
necessary for improving routes to handle the traffic volume of the crossing should occur early to avoid
interfering with other uses of the routes. This requires a detailed traffic plan carefully synchronized with the
deception plan.

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Appendix A

Flexible Planning
A-26. Even successful crossings seldom proceed according to plan. A flexible plan enables the crossing
force to adapt rapidly to changes in the situation during execution. It allows the force to salvage the loss of
a crossing site or to exploit a sudden opportunity. A flexible plan for a gap crossing is the result of thorough
staff planning, not chance. The plan should include—
 Multiple approach routes from assembly areas to crossing sites.
 Lateral routes to redirect units to alternate crossing sites.
 Alternate crossing sites and staging areas that can be activated if enemy action closes the
primary routes.
 Alternate gap-crossing means.
 Crossing equipment held in reserve to open alternate sites or replace losses.
 Multiple crossing means or methods.

Traffic Management
A-27. Gap crossings force units to move in column formations along a few routes that come together at the
crossing sites. Traffic management is essential to cross units at the proper locations, in the sequence
desired, and as quickly and efficiently as possible to maintain momentum. Traffic management prevents
massing of targets that are susceptible to destruction by artillery or air strikes. Effective traffic management
also contributes to the flexibility of the plan by enabling commanders to change the sequence, timing, or
location of the crossing site.
A-28. The crossing area commander at each echelon moves and positions forces within the respective
crossing area. The crossing area commander coordinates and synchronizes the staff's collective efforts in
managing traffic to ensure the flow of forces to the gap is balanced with the crossing rate across the gap.
A-29. The unit movement officer develops the unit movement plan according to movement priorities set by
the operations officer and the sustainment chief and based largely on the estimated crossing rates developed
by the unit engineer and other planners. Each unit movement officer provides the unit vehicle information
to the planning headquarters. The movement plan normally consists of a traffic circulation overlay and a
road movement table found in the sustainment annex to orders and plans.
A-30. The provost marshal section develops the traffic control plan. Military police implement the traffic
control plan and play a vital role in supporting gap crossings by assisting the commander in controlling
traffic at crossing sites and throughout the crossing area to reduce congestion and promote efficient
movement of vehicles. Mission variables influence employing military police for gap crossing. Number and
placement of military police units supporting a gap crossing vary with size of the crossing force, direction
of the crossing (forward or retrograde), and degree of enemy resistance expected or encountered.
A-31. Military police direct crossing units to their proper locations using staging areas, holding areas, and
traffic control posts to control movement within the crossing area according to the traffic control plan. Most
gap crossings, traffic control posts, and engineer regulating points are located on both sides of the gap to
improve communication and coordination between units.

Organization
A-32. Commanders use the same organic command and control nodes for gap crossings as they do for other
missions. These nodes, however, take on additional functions in deliberate gap crossings. For this reason,
commanders specify which nodes and staff positions have specific planning and control duties for the
crossing. Division and BCT commanders designate a crossing area commander, a crossing area engineer,
and a headquarters to specifically focus on efforts needed to cross a gap. Additional engineer or maneuver
enhancement brigade headquarters may also provide commanders with additional command and control
nodes depending on the size and complexity of the gap crossing. Examples follow of actions by various
command and control nodes and commanders during a division wet-gap crossing.
A-33. The division main command post, prepare the gap crossing plan. It also conducts deep operations to
isolate the bridgehead from enemy reinforcements and counterattacking formation. It controls movement
from its rear boundary up to the near side release line.

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 Offensive Tactics, Techniques, Procedures, and Considerations

A-34. The division tactical command post controls the lead BCT attack across the gap. This command
post coordinates and synchronizes movement from the attack position on the far side of the gap. As the
battle develops, the division tactical command post may identify the need to reallocate crossing means
between units and adjust movements along routes. The division tactical command post coordinates those
actions with the division crossing area headquarters.
A-35. The division commander typically designates one of the deputy division commanders as the division
crossing area commander. The division crossing are commander focuses on getting the division to and
across the gap. The crossing area commander is responsible for the movement of forces approaching the
gap and within the division crossing area. The crossing area commander ensures the overall traffic
management effort is synchronized to flow forces across the gap with the goal of a speedy crossing while
preventing congestion and an undesired massing of assets.
A-36. A division conducting a deliberate crossing normally is task-organized with either an engineer
brigade or a maneuver enhancement brigade. The commander of the attached brigade normally functions as
the division crossing area engineer, and their headquarters typically serves as the division crossing area
headquarters.
A-37. The division crossing area headquarters controls the crossing means within the crossing area and
ensures the execution of the crossing plan. The division crossing area headquarters remains functional until
the division has completed the crossing or is relieved by a follow-on force. If a maneuver enhancement
brigade is designated the crossing area headquarters, and second maneuver enhancement brigade generally
needs to be assigned to the division to focus on the other recurring maneuver enhancement brigade mission
in the division area of operations.
A-38. Usually the lead BCT is responsible for the assured mobility force and is augmented by an engineer
battalion. This headquarters provides the staff nucleus to control subordinate battalion task forces
movement from their rear boundary up to the bridgehead line. The BCT commander designates a brigade
crossing area commander, brigade crossing area engineer, and a crossing site commander.
A-39. The brigade crossing area commander is normally either the deputy brigade commander or the
brigade executive officer and just like the division crossing area commander, the brigade crossing area
commander is responsible for the movement and positioning of elements transiting or occupying positions
within the brigade crossing area.
A-40. The brigade crossing area engineer is normally the task-organized engineer battalion commander,
and their headquarters serves as the crossing area headquarters (which is typically collocated with the BCT
main command post). The brigade crossing area engineer is responsible to the brigade crossing area
commander for moving the brigade forces across the gap. The brigade crossing area engineer only
commands those engineers tasked to move the BCT forces across the gap, not the engineers task-organized
to the BCT.
A-41. A crossing site commander is designated for each crossing site. The crossing site commander is
responsible for all crossing means at that site and for crossing the units that are sent there. This officer
commands the engineers operating the crossing means and the engineer regulating points at the call forward
areas for that site. It is normally an engineer officer and typically the company commander or platoon
leader for the bridge unit operating the site. The crossing area commander maintains the crossing site and
decides on the immediate action needed to remove broken or damaged vehicles that interfere with activities
at the site.
A-42. Commanders conducting a deliberate gap crossing organize their units into assault, assured mobility,
bridgehead, and breakout forces.
A-43. Assault forces seize far side objectives to eliminate direct fire on the crossing sites and allow
bridgehead and breakout forces to secure their objectives. Assured mobility forces provide crossing
means, traffic control, and obscuration. The main command post controls the assured mobility forces,
which typically include an engineer battalion headquarters with bridge companies and other engineer
capabilities, military police, and perhaps chemical, biological, radiological, and nuclear units with
obscuration capabilities.

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Appendix A

A-44. A bridgehead force is a force that assaults across a gap to secure the enemy side (the bridgehead) to
allow the buildup and passage of a breakout force during gap crossing (ATP 3-90.4/MCWP 3-17.8). A
bridgehead is an area on the enemy side of the linear obstacle that is large enough to accommodate the
majority of the crossing force, has adequate terrain to permit defense of the crossing sites, provides security
of crossing forces from enemy direct fire, and provides a base for continuing the attack
(ATP 3-90.4/MCWP 3-17.8). The bridgehead line is the limit of the objective area in the development of
the bridgehead. Breakout forces attack and seize objectives beyond a bridgehead to continue offensive
operations.
A-45. The communication network that supports a deliberate crossing is critical to the success of the gap
crossing. The communications network should be planned, and it should support the five phases of the gap
crossing. It requires early planning and redundancy. All sites involved (checkpoints, waiting areas, engineer
equipment parks, traffic control posts, and engineer regulating points) should be capable of monitoring and
sending information to every other element that has a role in the crossing.

Speed
A-46. A gap crossing in support of maneuver is typically a race between the crossing force and the enemy
to mass combat power on the far side. The longer the force takes to cross, the less likely it will succeed—
the enemy will defeat the elements split by the gap. Speed is so important to crossing success that
extraordinary measures may be justified to maintain it.

Control Measures for a Gap Crossing

A-47. Commanders and staffs use control measures to delineate areas of responsibility for subordinate units
and to ease traffic control. Figure A-2 provides a simplistic illustration of the graphic control measures
described in paragraphs A-48 through A-50.

ATP 3-90.4/MCWP 3-17.8

Figure A-2. Example gap crossing graphic control measures

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 Offensive Tactics, Techniques, Procedures, and Considerations

A-48. A release line is used to delineate the crossing area. Release lines are located on the far side and near
side and indicate a change in the headquarters that is controlling movement.
A-49. A crossing area is a number of adjacent crossing sites under the control of one commander. It is a
controlled access area for a gap crossing used to decrease traffic congestion at the gap. The crossing area is
defined on both sides of the gap by a release line. The near side portion of the crossing area must be large
enough to stage the optimal number of units to facilitate a speedy crossing while preventing congestion and
an undesired massing of assets. The far side must provide enough space for the buildup of sufficient
combat power to establish the bridgehead.
A-50. The following areas are known as waiting areas and are used to conceal vehicles, troops, and
equipment while waiting to resume movement or to make final crossing preparations:
 Staging area. A waiting area outside the crossing area where forces wait to enter the crossing
area.
 Holding area. A waiting area that forces use during traffic interruptions or deployment from an
aerial or seaport of embarkation.
 Call forward area. In gap crossing, the final preparation waiting area within the crossing area
(ATP 3-90.4/MCWP 3-17.8)
 Attack position. The last position an attacking force occupies or passes through before crossing
the line of departure (ADP 3-90). Within the bridgehead, the attack position is the last position
before leaving the crossing area.
 Assault position. A covered and concealed position short of the objective from which final
preparations are made to assault the objective (ADP 3-90).
 Tactical assembly area. An area that is generally out of the reach of light artillery and the
location where units make final preparations (pre-combat checks and inspections) and rest, prior
to moving to the line of departure (JP 3-35).
 Engineer equipment park. An area located a convenient distance from crossing sites for
assembling, preparing, and storing bridge and other crossing equipment and materiel. It typically
holds spare equipment and empty trucks that are not required at the crossing sites.
 Engineer regulating point. A checkpoint to ensure that vehicles do not exceed the capacity of
the crossing means and to give drivers final instructions on site-specific procedures and
information, such as speed and vehicle interval (ATP 3-90.4/MCWP 3-17.8).

Phases of Gap Crossing

A-51. Gap crossing comprises five phases. These phases are for planning purposes only with no intentional
pauses between phases during execution. The five phases are—
 Advance to the gap (Phase I). Attack to secure nearside terrain that offers favorable crossing
sites and road networks and provides enough area to stage crossing forces while preventing
congestion and an undesirable massing of assets.
 Assault across the gap (Phase II). Units assault across the gap to seize the far side objective,
eliminating direct fire into the crossing sites.
 Advance from the far side (Phase III). Attack to secure the exit bank and intermediate objectives
that eliminate direct and observed indirect fires into the crossing area.
 Secure the bridgehead line (Phase IV). Secure bridgehead objectives, defeating any enemy
counterattacks. This provides the necessary time and space for building up forces to attack out of
the bridgehead.
 Continue the attack (Phase V). Attack out of the bridgehead to defeat the enemy at a subsequent
or final objective. This is considered a phase of gap crossing because the timing and initiation of
this phase are typically dependent on the success of the other four phases of gap crossing.
Table A-5 on page 168 shows a division conducting a deliberate wet-gap crossing and the roles of various
command posts in each phase of the gap crossing.

07 December 2020 ATP 5-0.2-1 167

Appendix A

Table A-5. Phases of gap crossing in relation to unit echelon headquarters

Assault Secure the
Advance to Advance from Continue
Phase CPs across bridgehead
the gap the far side the attack
the gap line
Coordinates Continues to Coordinates Coordinates Coordinates
operations coordinate operations operations operations
in-depth to isolate operations in-depth to isolate in-depth to in-depth to
the crossing area in-depth to the exit bank and isolate the isolate the
and far side isolate the intermediate bridgehead. enemy attack
objectives. crossing area objectives. against corps
and far side Sustains the objectives.
Sustains the fight. objectives. Sustains the fight. fight.
Division main CP Sustains the
Synchronizes the Sustains the Synchronizes the Synchronizes fight.
overall traffic fight. overall traffic the overall
management management traffic Synchronizes
effort. Synchronizes effort. management the overall traffic
the overall effort. management
traffic effort.
management
effort.
Coordinates the Coordinates Assists the BCTs Coordinates Directs the
division seizure of the division in the transition to the lead BCT attack and
near side dismounted seize and secure seizure and integrates
Division tactical
objectives. assault of the the exit bank and securing of follow-on BCTs
CP
gap to attack intermediate and bridgehead into the attack.
positions on bridgehead objectives.
the far side. objectives.
Coordinates Facilitates BCT Coordinates Manages Manages
Division crossing marking, control, assault marking, control, crossing crossing.
area HQ and improvement crossings. and improvement activity.
(engineer of routes from the Coordinates of routes and the
brigade, staging areas to the preparation establishment of
maneuver the crossing sites. of far side exit holding areas in
enhancement Lays out staging, sites. Begins the far side
brigade or holding, and rafting and crossing area.
different BCT) CFAs. Establishes bridging. Manages crossing
ERPs and TCPs. activities.
Coordinates the Coordinates Coordinates the Coordinates Prepares to
lead TF seizure the dismounted TF attack to seize the TF seizure reorganize and
and securing of assault and secure exit and securing of follow the
near side crossing of the bank and bridgehead breakout force
BCT tactical CP objectives. gap to secure intermediate objectives. attack out of the
the far side objectives. bridgehead
objectives. toward the
division
objectives.
Positions to best Coordinates Controls follow-on Controls Passes crossing
control traffic, assault TFs passing passage of area control to
crossing means, crossing through the BCT units division crossing
and obscuration. means for crossing area into through the area
BCT crossing
dismounted attack positions. crossing area headquarters or
area HQ (BCT
TFs and and prepares to the division main
main CP)
controls cross breakout CP, as directed.
obscuration of forces.
the crossing
sites.
CP command post ERP engineer regulating point
CFA call forward area TCP traffic control post
TF task force

Planning Considerations
A-52. While a gap crossing is similar to a breach, force allocation against enemy units is an added
dimension of time that is affected by the crossing site. Friendly forces can only arrive on the battlefield at
the rate at which they can be brought across the gap. This rate also affects the number of crossing sites.

168 ATP 5-0.2-1 07 December 2020

 Offensive Tactics, Techniques, Procedures, and Considerations

Table A-6 on pages 169–170 shows the seven steps of the military decision-making process and additional
planning considerations for each step with regard to gap crossing.

Table A-6. Gap crossing planning considerations in the military decision-making process
ATP 3-90.4/MCWP 3-17.8
Steps of the
Gap crossing planning considerations
MDMP
• Gather geospatial information and products (mobility corridors and combined
Receipt of obstacle overlays) for the AO.
mission
• Gather intelligence products on the gap.
• Understand the unit mission, commander’s intent, and scheme of maneuver (two
levels up).
• Complete the following as part of the initial IPB—
 Develop terrain products (mobility corridor and combined obstacle overlay).
 Evaluate the effects of terrain and weather on friendly mobility and enemy
countermobility and survivability capabilities.
 Assess enemy countermobility capabilities (manpower, equipment, and
materials) and template enemy obstacles based on threat patterns, terrain, and
Mission time available.
analysis • Determine crossing means (type and amount of crossing assets required based on
gap characteristics, capabilities of available crossing assets, and size and type of
units conducting the crossing.
• Determine the type of crossing (deliberate, hasty, or covert) based on commander’s
guidance.
• Select crossing sites based on the scheme of maneuver, enemy disposition, terrain
considerations, and the capabilities of available crossing assets.
• Estimate crossing rates (force buildup) on the available crossing means and the
number of crossing sites.
• Each COA has—
 Assigned crossing area or crossing site and order of crossing.
 Crossing timeline for each COA.
 Boundaries (to include bridgehead terrain necessary against to defend against
COA enemy counterattacks.
development • The engineer staff officers addresses the requirements for either—
 Recovering tactical bridging assets after the crossing to enable continuation of
movement.
 Sustaining crossing equipment.
 Replacing tactical bridging assets with support bridging.
• Analyze the breach organization and determine COAs if—
 Bridging equipment fails or is lost to enemy action.
COA  Crossing sites take longer than expected to open.
analysis  Damage slows progress over entrance and exit route.
 Conditions of the gap change (water depth, current velocity).
 Enemy actions shut down a crossing site or is forced to be relocated.
• Analyze and evaluate the advantages and disadvantages for each COA in relation
to the ability to execute the breaching:
COA
 Ability (time-distance) to shift breaching assets between crossing sites
comparison
 Ability to reinforce the bridgehead forces or respond to enemy counterattacks
within the breach area (use of a reserve).

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Appendix A

Table A-6. Gap crossing planning considerations in the military decision-making

process (continued)
ATP 3-90.4/MCWP 3-17.8
Steps of the Gap crossing planning considerations
MDMP
• Approval for any changes to the essential tasks for mobility.
COA
• Approval for recommended priorities of effort and support.
approval
• Approval for requests for engineer augmentation to be sent to higher headquarters.
• Ensure that the task organization of assault, assured mobility, bridgehead, and
breakout forces is accurate and clear, to include the necessary instructions for
Orders effecting linkup.
production
• Ensure the quality and completeness of subunit instructions for performing gap
crossing.
SOSRA suppress, obscure, secure, reduce, and assault

PREPARING FOR A GAP CROSSING

A-53. During preparation, just like preparing for a breach, the commander and staff continues to review
IPB products against the current situation and refining the plans based on reporting from information
collection assets. For example, this can include adjustments to the gap crossing organization, the scheme of
maneuver, or the fire support plan. Subordinate units begin task organizing while performing precombat
checks and inspections. Most importantly, the unit conducts a rehearsal as close as possible to the same
conditions as the actual gap crossing. At a minimum, it should be a leader and key-personnel walk-through.

EXECUTING A GAP CROSSING

A-54. Just like a breach, execution involves monitoring the situation, assessing the mission, and making
necessary adjustments. The most common adjustments are the allocation of additional assets to the support,
gap crossing, or assault force due to attrition, changing the location of the gap crossing, modifying the
scheme of maneuver, and changing the order of the units through the created lane.

MOVEMENT TO CONTACT
A-55. Commanders conduct a movement to contact when the tactical situation is unclear, to create
favorable conditions for subsequent tactical tasks, or when the enemy has broken contact. A properly
executed movement to contact develops the combat situation and maintains the commander's freedom of
action after contact is gained.
A-56. A movement to contact employs purposeful and aggressive movement, decentralized control, and the
hasty deployment of combined arms formations from the march to conduct offensive, defensive, or stability
operations. The fundamentals of a movement to contact are—
 Focus all efforts on finding the enemy.
 Make initial contact with the smallest force possible, consistent with protecting the force.
 Make initial contact with small, mobile, self-contained forces to avoid decisive engagement of
the main body on ground chosen by the enemy (this allows the commander maximum flexibility
to develop the situation).
 Task organize the force and use movement formations to deploy and attack rapidly in any
direction.
 Keep subordinate forces within supporting distances to facilitate a flexible response.
 Maintain contact regardless of the course of action (COA) adopted once contact is gained.
A-57. A meeting engagement is a combat action that occurs when a moving force, incompletely deployed
for battle, engages an enemy at an unexpected time and place (ADP 3-90). The enemy force encountered

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may be either stationary or moving. For a meeting engagement to occur, both forces do not have to be
surprised by their meeting.

PLANNING FOR A MOVEMENT TO CONTACT

A-58. The enemy situation is normally vague or unknown when a unit is given a movement to contact
mission. The primary consideration in planning a movement to contact is the determination of action that is
anticipated during the movement and the requirement for maneuver when contact is made. A movement to
contact is organized (at a minimum) with a security force—which includes a covering force to the front,
flank guards, and a rear guard—an advance guard, and a main body.
A-59. The security force develops the situation and prevents unnecessary or premature deployment of the
main body. Its mission may include destroying enemy reconnaissance, securing key terrain, or containing
enemy forces. The security force operates well forward of the main body. The security force performs the
mission of a zone reconnaissance across the entire unit's front.
A-60. To maintain flexibility of the maneuver after contact, the commander puts forward the minimum
force possible. The mission of screen and guard are the best suited mission. Which mission is used is
determined by the enemy situation, terrain, and amount of risk.
A-61. The flank and rear security protects the main body from observation, direct fire, and surprise
attack. These forces may be strong enough to defeat an enemy attack or to delay it long enough to allow
the main body to deploy. Flank and rear security operate under the control of the unit. Flank security travels
on routes parallel to the route of the main body. It moves by continuous marching or by successive or
alternate bounds to occupy key positions on the flanks of the main body. Flank security also maintains
contact with the advance guard and rear security.
A-62. The advance guard is normally furnished and controlled by the leading element of the main body. It
is organized to fight through enemy forces identified by the covering force or to make sure the main body
can deploy uninterrupted into attack formations. Necessary combat support, such as engineers and artillery,
are integrated into the advance guard.
A-63. The main body contains the bulk of the unit's combat power. It is organized to conduct hasty attack
or defense on short notice. March dispositions of the main body must permit maximum flexibility during
movement and when contact with the enemy has been established. Elements of the main body may be
committed to reduce pockets of resistance contained or bypassed by the covering force or may be left for
elimination by following and support units. Elements of a covering force that are assigned containing
missions are relieved as rapidly as possible to rejoin the covering force and avoid dissipating their strength.
Bypassed enemy forces may be at strong points, garrisoned cities, or reserve locations.
A-64. Three techniques ensure immediate responsive fires:
 Decentralization of calls for fire. Calls for fire are directly sent to designated firing batteries.
 Movement of artillery units. Associated batteries move directly behind the units they support.
For choke points, a battery moves in the middle of the movement sequence rather than behind to
ensure the lead element does not out-range its artillery support. Batteries might also consider
moving by platoon to ensure one element is always in position to provide immediate fires.
 Shifting of priority targets to the lead element. Targets can be plotted on the next probable area
of expected enemy contact. If no contact is expected, shift the priority target to the next area of
expected enemy contact.
A-65. Engineer assets move with the security force and advance guard to assist with mobility operations.
The objective is to maintain the speed of the main body and not become impaired by obstacles. Any
engineer assets that move with the main body focus on ensuring route clearance and road mobility so
support elements can keep pace with tactical movement.
A-66. A movement to contact is characterized by increased consumption of petroleum, oil, and lubricants,
increased vehicular maintenance requirements, and reduced ammunition expenditure. Planning should be
geared toward pushing supplies forward. The speed of the operation and high petroleum, oil, and lubricant
consumption necessitate careful planning of sustainment operations.

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A-67. The unit's main body should displace as far forward as possible before beginning the movement to
contact and support the operation with a stable command and control environment. The tactical CP operates
forward with the main body to facilitate decision making and transition to other operation missions.

PREPARING FOR A MOVEMENT TO CONTACT

A-68. A primary concern of the command is that subordinate commanders understand their individual
missions within the context of the unit commander's intent. Backbriefs and rehearsals assist in mitigating
this concern.
A-69. Two major areas require focus in the rehearsal: reporting procedures and actions on contact. Because
the enemy situation is unknown or vague, any information regarding the enemy is important. Therefore,
when conducting the rehearsal, the commander ensures the reporting procedure is well understood both up
and down the chain of command. Each subordinate commander must rehearse what to do when making
contact with the enemy, not only for their benefit, but so all commanders and staffs understand their
responsibilities when any unit is in contact.
A-70. With no initial established enemy lines, check planned logistical resupply points during the rehearsal.
With the possibility of bypassed undetected enemy forces, route security and convoy security are especially
important. Echeloning of trains (using combat trains and field trains) is an effective technique for moving
sustainment assets without creating overwhelming space control problems.

EXECUTING A MOVEMENT TO CONTACT

A-71. Even though the friendly force's mission is to regain contact with the enemy, the enemy may attempt
just the opposite. Bypass criteria help maintain tempo despite enemy actions that attempt to slow friendly
movement. As friendly forces advance—enemy stay-behind forces provide a significant threat. Friendly
forces fix, bypass, and hand over to a follow-and-support force all bypassed enemy forces. The follow-and-
support force is oriented toward engaging the enemy as a function of execution versus a reserve force,
which remains uncommitted until the critical point of battle. The covering force clears previously identified
areas advantageous to the enemy to avoid ambush or flanking enemy attacks.
A-72. A movement to contact ends with the occupation of an objective without enemy contact or when
contact is made and the enemy cannot be defeated or bypassed. This can occur in a series of meeting
engagements or hasty attacks. In an encounter with a moving force, immediate actions must occur without
hesitation. Subordinate units use fire and maneuver to fix the enemy. The decision to attack, bypass, or
defend must be made rapidly at each echelon.

AIR ASSAULT
A-73. This section is derived from JP 3-18, FM 3-90-1, FM 3-96, and FM 3-99.
A-74. An air assault is the movement of friendly assault forces by rotary-wing or tiltrotor aircraft to engage
and destroy enemy forces or to seize and hold key terrain (JP 3-18). An air assault operation is an
operation in which assault forces, using the mobility of rotary-wing or tiltrotor aircraft and the total
integration of available fires, maneuver under the control of a ground or air maneuver commander to
engage enemy forces or to seize and hold key terrain (JP 3-18).
A-75. Army aviation conducts air assaults during offensive, defensive, and stability operations throughout
the depth and breadth of the area of operations (AO). Air assaults are combined arms operations conducted
to destroy an enemy force or to seize and hold key terrain.

AIR ASSAULT PLANNING TOOLS

A-76. Planning for air assault operations mirrors the military decision-making process. It incorporates
parallel and collaborative planning actions necessary to provide the additional time and detailed planning
required for successful execution of an air assault mission. Standardizing operations between units
conducting an air assault significantly enhances the ability of the unit to accomplish the mission. Table A-7
shows the air assault planning process in relation to the military decision-making process.

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Table A-7. Relationship between the air assault planning process and the MDMP
The MDMP steps Air assault planning steps
Receipt of mission
Mission analysis
COA analysis
COA comparison
COA approval Air mission coordination meeting (AMCM)
Orders production
OPORD brief
Air mission brief (AMB)
Combined arms rehearsal (CAR)
Aircrew brief
Aviation task force rehearsal

A-77. Air assault planning is based on careful analysis of mission variables and detailed reverse planning.
Five basic plans comprise the reverse planning sequence: ground tactical plan, landing plan, air movement
plan, loading plan, and staging plan.
 Ground tactical plan. The ground tactical plan is the foundation of a successful air assault
operation and serves as the basis for the five basic plans, with the other four plans supporting the
ground tactical plan. The ground unit commander (GUC), develops the ground tactical plan,
which specifies actions in the objective area to ultimately accomplish the mission and address
subsequent operations. Ideally, it is the same as any other unit mission except that it capitalizes
on the speed and mobility of the helicopter to achieve surprise and increase the probability of
mission success.
 Landing plan. The landing plan is a sequenced movement of elements into an area of operation,
ensuring that units arrive at designated locations and times prepared to execute the ground
tactical plan.
 Air movement plan. The air movement plan is based on both the ground tactical plan and the
landing plan. It is a detailed schedule of events and instructions for the air movement of troops,
equipment, and supplies from the pickup zone to the landing zone. It also provides coordinating
instructions regarding air routes, air control points, and aircraft speeds, altitudes, and formations.
 Loading plan. The loading plan is based on the air movement plan. It insures that troops,
equipment, and supplies are loaded on the correct aircraft and moved from the pickup zone in a
controlled manner into the objective area in the order of priorities as designated by the ground
unit commander.
 Staging plan. The staging plan is based on the loading plan and prescribes the arrival times of
ground units and their equipment at the pickup zone in proper order for movement. Ground units
are expected to be in pickup zone posture 15 minutes before aircraft arrive.
A-78. Air assaults are deliberately planned because of their complexity and the commander's need for
detailed intelligence concerning the enemy situation. The air assault planning process mirrors the steps in
the MDMP and incorporates parallel actions necessary to provide the additional time and detailed planning
required for successful mission execution. Table A-8 on page 174 provides planning factors for air assault
planning.

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Appendix A

Table A-8. Air assault planning considerations

AASLT TF Aircraft Personnel and equipment Equipment Total
Size required
1x IN CO, 24x UH-60, CO HQ: 11 (2x M998 HMMWV) 2x M119A3 (105 mm), 254x pax,
167 km (90 9x CH-47 Scout/Sniper Sec. 11 (dismounted) 2x 120mm mortars, 14x vehicles
NM) in 1 LIFT IN Co: 132 (2x M1151, 2x M998 HMMWV) 8x trailers, 2x M1167
WPN PLT: 31 (2x M1151, 2x M1167 HMMWV) TOW, 8x M998,
Fires Sec: 58 (4x M998 HMMWV) 4x M1151 Gun Truck,
Sapper Squad: 11 (dismounted) 8x Trailers, 1x Q36
1x IN BN, 24x UH-60, BN HQ/HHC: 187 (11x M998 HMMWV) 4x M119A3 (105 mm), 763x pax, 54x
167 km (90 9x CH-47 CAV Platoon: 33 (6x M998 HMMWV) 8x M1167 TOW, vehicles,
NM) in IN BN & WPN CO: 383 (13x M998 HMMWV, 38x M998, 4x howitzers
3 LIFTS 4x M1167 TOW) 8x M1151,
WPN CO: 80 (8x M1151 Gun Trucks, 1x Q36,
4x M1167 TOW) 6x Cargo Trailers
Fires Battery: 68 (6x M998 HMMWV)
Sapper Squad: 12 (2x M998 HMMWV)
2x IN BNs, 24x UH-60, IBCT HQ: 40 (2x, M998, 2 x M1151 Gun Trucks) 12x M119A3 (105 mm), 1,400x pax,
167 km (90 9x CH-47 CAV Troop: 100 (2x M998, 2x M1151 Gun Truck) 3x M777 (155 mm), 37x vehicles,
NM) in 4 IN BN: 500 (6x M1151 Gun Trucks) 1x Q36 Radar, 15x howitzers
LIFTS IN BN: 500 (6x M1151 Gun Trucks) 8x Trailers
FA BN: 130 (9x M998, 4x M1151, 5x Trailer
BEB: 130 (2x Sapper PLT, 4x M998, 2x Trailer)
1x IBCT TF(-) 24x UH-60, IBCT HQ: ~32 (3x M998) 12x M119A3 (105 mm), 2,117x pax,
167 km (90 9x CH-47 CAV Squadron: 250 (9x M1151 Gun, 4x M1167 3x M777 (155 mm), 60x vehicles,
NM) 6 LIFTS TOW 1x Q36 Radar, 15x howitzers
IN BN: 475 (10x M1151 Gun) 21x M998,
IN BN: 475 (10x M1151 Gun) 35x M1151,
IN BN: 475 (10x M1151 Gun) 4x M1167
FA BN: 300 (12x M998, 2x M1151,
5x Trailer BEB: 110 (3x Sapper PLT)
1x IBCT (-) 60x UH-60, IBCT HQ: 59 (3x M998) 12x M119A3 (105 mm), 2,751x pax,
167 km (90 36x CH-47 CAV Squadron 394 (4x M1151 Gun) 6x M777 (155 mm), 44x vehicles,
NM) in 2 IN BN: 617 (6x M1151 Gun) 1x Q36 Radar, 18x howitzers
LIFTS IN BN: 600 (6x M1151 Gun) 20x M998,
IN BN: 611 (6x M1151 Gun) 24x M1151
Fires BN: 297 (12x M998, 2x M1151, 5x Trailer)
BEB: 52 (3x Sapper PLT)
BSB: 121 (5x M998, 5x Trailer)

BREAKOUT FROM ENCIRCLEMENT

A-79. A unit is encircled when all ground routes of evacuation and reinforcement have been cut by enemy
action. A force may become encircled when it is ordered to remain in a strong position on key terrain to
deny the enemy passage through a vital choke point following an enemy breakthrough or left to hold the
shoulder of a penetration. Additionally, a commander can leave a unit in position behind the enemy by
design or give a unit a mission with a high risk of encirclement.
A-80. A breakout is an operation conducted by an encircled force to regain freedom of movement or
contact with friendly units (ADP 3-90). A breakout is both an offensive and a defensive operation. An
encircled force normally attempts to conduct breakout operations when one of the following four
conditions exist:
 The senior commander directs the breakout or the breakout falls within the intent of a higher
echelon commander.
 The encircled force does not have sufficient relative combat power to defend itself against
enemy forces attempting the encirclement.
 The encircled force does not have adequate terrain available to conduct its defense.
 The encircled force cannot sustain itself long enough for relief by forces outside the
encirclement.

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A-81. The senior commander assumes control of all encircled forces once the force realizes its
encirclement. The commander informs higher command of the situation and simultaneously begins to
accomplish the following tasks regardless of the subsequent mission:
 Reestablish a chain of command. Unity of command is essential. The commander reorganizes
fragmented units and troops separated from their parent unit under another unit’s supervision.
The commander establishes a clear chain of command throughout the forces.
 Establish a viable defense. The command quickly establishes all-around defense. It may be
necessary to attack and seize ground that favors an all-around defense. The command rapidly
and continuously improves fighting positions. Enemy forces may attempt to split an encircled
force by penetrating its perimeter with armor-heavy forces. An energetic defense, rapid reaction
by reserves, and employment of antitank weapons in depth within the encirclement can defeat
such attempts. A reduction in the size of the perimeter may be necessary to maintain coherence
of the defense.
 Establish a reserve. Use armor-heavy units as a reserve and position them centrally to take
advantage of interior lines. If only mechanized infantry forces are present, designate small
dismounted local reserves to react to potential penetrations while the infantry fighting vehicles
serve in a similar capacity as the tanks. The difference in employment, however, is with respect
to the survivability of the vehicle.
 Establish security elements as far forward as possible to provide early warning. Initiate
vigorous patrolling immediately. Establish local security throughout the force, and strictly
enforce passive security measures.
 Reorganize and centralize control of all artillery. Distribute artillery and mortars throughout
the enclave to limit their vulnerability to counterfires.
 Maintain morale. Soldiers in an encirclement must not see their situation as desperate or
hopeless. Commanders and leaders at all levels maintain the confidence of Soldiers by resolute
action and a positive attitude. They keep Soldiers informed to suppress rumors.
 Centralize the control of all supplies. Strict rationing and supply economy is practiced. If
friendly forces can maintain local air superiority for the operation, attempt to resupply the
encircled forces from the outside by parachute drop or helicopter lift if local air superiority can
be maintained for the operation. Establish a centrally-located medical facility and evacuate
wounded troops if an air supply line is open.

PLANNING A BREAKOUT
A-82. Once the commander is aware of force encirclement, the commander turns to the intelligence officer
for a quick assessment of the enemy situation. The intelligence officers of all the units within the encircled
area furnish this information. In particular, the intelligence officers should attempt to identify the strengths,
weaknesses, and vulnerability points of the encircling forces, and determine whether the enemy realizes it
has encircled the unit. These two pieces of information drive much of the commander's decision making.
A-83. The success of the operation depends considerably upon the senior commander's understanding of
the higher commander's plan and intent. Specifically, if the commander is to contribute to the mission, the
unit must attempt to plan operations in concert with the higher commander's operation.
A-84. The forces for a breakout operation are divided into five distinct tactical groups:
 Rupture force.
 Reserve force.
 Main body.
 Rear guard.
 Diversionary force (if sufficient forces are available).
A-85. Rupture force. The rupture force attacks, creates a gap in the enemy's weak point (if it has been
identified), and holds the shoulders for the remaining forces to pass through. The rupture force must be of
sufficient strength to penetrate the enemy line (typically 50% of available combat power). Initially, this

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Appendix A

force is the main effort. The commander will probably have additional assets attached to the rupture force
commander, such as air defense or engineer assets.
A-86. Reserve force. The reserve force (typically 25% of available combat power) follows the rupture
force's attack to maintain attack momentum and secure objectives past the rupture. After the rupture force
secures the gap, the reserve force normally becomes the lead element. When a unit is given the mission of
the reserve force, the commander must coordinate closely with the rupture force commander on the
location of the gap, the enemy situation at the rupture point, and the enemy situation (if known) along the
direction of attack past the rupture point.
A-87. Initially, the reserve force passes through the gap created by the rupture force. It is essential that the
reserve force continue a rapid movement from the encircled area toward the final objective (probably a
linkup point). If the reserve force is making secondary attacks, it is important not to become bogged down.
Artillery preparation of these objectives may assist the reserve force in maintaining momentum out of the
encircled area.
A-88. Main body. The main body, which contains the CP elements, casualties, and sustainment elements,
moves as a single group. It usually follows the reserve force through the gap created by the rupture force.
The commander maintains command and control of this element to ensure orderly movement. Security for
the main body is provided by the forces themselves. To lessen the security burden, the main body may
travel close to the reserve force, which allows some measure of protection outside of its own capability.
A-89. Rear guard. The rear guard consists of the personnel and equipment left on the perimeter to provide
protection for the rupture and diversionary attacks (if a diversionary attack force exists). In addition to
providing security, the rear guard deceives the enemy as to the encircled force's intentions. The rear guard
must be of sufficient strength (typically 15-25% of available combat power) to maintain the integrity of the
defense. Once the breakout commences, the rear guard and diversionary force disengage or delay toward
the rupture. The rear guard commander must provide a viable defense on the entire perimeter. As other
units (rupture force, reserve force, diversionary force) pull off the perimeter, the rear guard commander
must spread the forces over an extended area. This requires flexibility and mobility by the rear guard. The
perimeter must withstand enemy pressure. If it does not, the enemy force simply follows the breakout
forces through the gap and destroys them along the direction of attack.
A-90. Diversionary force. The diversionary force diverts enemy attention from the location of the rupture
by a feint or show of force elsewhere. The diversionary attack should be as mobile as available vehicles and
trafficability allow. Mobile weapon systems and tanks are ideally suited to the diversionary force (typically
10% of available combat power or the rear guard is given this as an additional task). Direct the diversionary
attack at a point where the enemy might expect a breakout. Success of the diversionary force is imperative
for a successful breakout operation. If the force fails to deceive the enemy as to its intention, the enemy can
direct the full combat power at the rupture point. This could lead to a failure of the entire breakout
operation. To achieve deception, the unit should—
 Use smoke-producing assets to deceive the enemy as to the size of the diversionary force.
 Increase radio traffic for size deception and as an indicator of an important operation.
 Use any available fire support to indicate a false rupture point.
A-91. The diversionary force may achieve a rupture of enemy lines. If a rupture occurs, the diversionary
force commander must know the intent of the unit commander. The commander may exploit this success,
or he may disengage to follow the reserve force through the planned rupture point along the direction of
attack.
A-92. Reorganize engineer assets and give them missions commensurate with the situation. Task engineers
to create obstacles to deny enemy penetration and to improve the survivability of the force by preparing
fighting positions. The latter is especially important due to the unit's vulnerability to accurate artillery and
missile strikes. Organize remaining engineer equipment into mobility units in preparation for offensive
operations.
A-93. It is important to receive instructions and to remain informed about the battle outside the
encirclement. Encircled units can be important sources of information on the enemy's support zone and can

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perform important roles in defensive counterattacks. Communications are essential when relief and linkup
are imminent.
A-94. The commander controls the main effort, while the operations officer probably observes the rear
guard. In this way, the operations officer can act as a liaison between the main effort and rear guard
commanders. It is critical that each understands the location and situation of the other throughout the
operation or the force can become fragmented to the point of decisive engagement.
A-95. Reorganize air defense and chemical, biological, radiological, nuclear, and explosives assets to
provide coverage for the encircled area. The static nature of the unit with its known perimeter make it a
lucrative air target, especially if it has not had time to prepare adequate defenses.
A-96. The sustainment officer wants to maximize the use of limited recovery and evacuation assets. To
achieve this, the sustainment officer must consolidate and control all sustainment assets. The only
exception to this rule is the establishment of combat trains for the rear guard, usually an augmentation of
existing unit trains. Having the sustainment officer in control of sustainment assets allows them to be used
where and when they are needed. The rear guard, on the other hand, continues to operate per sustainment
doctrine but with perhaps more confidence due to the additional assets.

PREPARING FOR A BREAKOUT

A-97. The intelligence officer prepares for the breakout by positioning reconnaissance assets so they can
provide early warning to the force as it begins the operation. The intelligence officer's primary
responsibility to the commander lies in the ability to anticipate possible enemy responses to the breakout
(for example, counterattack, reinforcement of enemy positions, or use of chemical munitions). Information
concerning enemy strength, intent, and future operations is essential to the commander. Additionally, the
intelligence officer attempts to determine if the enemy considers the area significant enough to seize or if it
merely fixes and continues to bypass. The latter option may include the enemy's use of chemical weapons.
A-98. Although several options exist for the commander once encircled, this section addresses only the
breakout in the direction of a friendly force. The longer a unit waits to conduct a breakout, the more
organized enemy forces are likely to become. The difficulty lies in the time required for a unit to organize
the force properly to conduct the breakout. Therefore, a commander must weigh the level of preparation
against the time available.
A-99. Units should accomplish the following tasks in both planning and preparing for the breakout:
 Deceive the enemy as to time and place of the breakout. If impossible to break out
immediately, the commander attempts to deceive the enemy by conceding preparations and
dispositions. The commander also creates the appearance that the force will make a resolute
stand and await relief. Use of dummy radio traffic or landlines that might be tapped are good
means of conveying false information to the enemy. The breakout direction should not be the
obvious route toward friendly lines unless there is no other alternative.
 Exploit gaps or weaknesses in the encircling force. Early in an encirclement, gaps or
weaknesses exist in the encircling force. Patrolling or probing actions reveal these weaknesses—
an attack should capitalize on them. Although the resulting attack may be along a less direct
route or may be over less favorable terrain, this attack is the best COA because it avoids enemy
strength and increases the chance of surprise.
 Exploit darkness and limited visibility. The cover of darkness, fog, or severe weather
conditions favors the breakout because the weapons of the encircling force are less effective in
these conditions. In limited visibility, the enemy has difficulty following the movements of the
breakout force. However, waiting for darkness or limited visibility conditions may result in
consolidation of enemy containment.
 Coordinate with supporting attacks. Assist the breakout attack with a supporting attack by a
nearby friendly force or by the reserve to divert enemy attention. Time the breakout attempt to
occur just after the enemy reacts to the supporting attack.
A-100. Additionally, in preparation for the breakout, the unit engineer ensures that the proper task
organization of engineer assets has taken place. The engineers prepare pre-breaches of obstacles that may

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Appendix A

block their axis of attack. It is vital not to breach obstacles prematurely; this may alert the enemy to the
nature and location of the future operation. Additionally, obstacles in depth are prepared to prevent the rear
guard and perimeter defense forces from decisive engagement, particularly once the operation has begun. If
possible, the obstacles in depth should allow forces to separate and the breakout force to make a clean
break.
A-101. The commander conducts a radio rehearsal, ensuring that the commander of each subordinate
element fully understands their role within the commander's intent. To observe and control the main effort,
the commander is initially positioned behind the rupture force. Additionally, the operations officer moves
to the vicinity of the rear guard and conducts a radio check with the main CP and the commander. The
breakout is an operation based on simplicity of execution, yet made difficult by simultaneous
command and control operations. The commander will designate phase lines for use by the attack forces
as well as the rear guard. In this way, through constant coordination with the operations officer, the
commander maintains unit integrity without sacrificing the momentum of the operation.
A-102. Finally, sustainment elements should be organized into a single movement formation under control
of a senior officer, such as the unit sustainment officer. The sustainment officer establishes a chain of
command, issues a frequency to control the formation as it moves, ensures that vehicles with externally
mounted weapons are interspersed throughout the formation, posts air guards to ensure security, and
augments the trains in support of the rear guard with whatever additional supplies and equipment are
required. The trains should be organized to transport as many of the wounded and as much equipment as
possible without causing excessive delays.

EXECUTING A BREAKOUT
A-103. As the unit begins the breakout, the intelligence officer monitors the enemy situation from two
perspectives. First, the intelligence officer concentrates on the enemy's response to the breakout.
Specifically, the intelligence officer attempts to identify possible counterattack forces or probable enemy
defensive positions along the direction of attack. As the unit moves, the intelligence officer continually
advises the commander of the enemy situation, to include possible courses of action. Second, the
intelligence officer monitors the enemy situation faced by the rear guard. In this case, the intelligence
officer is particularly interested in the enemy's ability to maintain contact with the force. The primary
concern to the unit as a whole is whether the rear guard can keep the enemy from closing with the main
body. As a result, if the enemy seems especially strong and tries to press the attack beyond the rear guard's
ability to delay, the intelligence officer notifies the commander, who in turn either presses his attack more
violently or assists the rear guard.
A-104. The rupture force begins the breakout by attacking a clearly defined objective, usually an identified
enemy weakness, but ultimately an objective that allows for a strong defense against enemy counterattack.
The rupture force destroys the enemy encountered enroute, consolidates and reorganizes on the objective,
establishes hasty defensive positions, and secures the shoulders of the penetration.
A-105. Once a gap has been created, the reserve force passes through the rupture force and maintains the
momentum of the maneuver. At this point, the unit is set for a movement to contact with the reserve force
leading, followed on either flank by elements of the rupture force. The main body, containing the trains and
the CP, is within this protective wedge, while the rear guard completes the all-around security.
A-106. Although the unit moves as in a movement to contact, the execution differs in that the force does
not want to establish contact with the enemy; rather it wants to bypass enemy resistance in an effort to
linkup with friendly forces. Therefore, enemy elements encountered enroute will be fixed and bypassed or,
if possible, avoided altogether. In this operation, speed is essential; the faster the force travels, the less
likely the enemy will be able to adequately respond. However, the commander must maintain the integrity
of the formation and avoid maneuvering recklessly into an enemy engagement area. As a result, if the unit
must move a considerable distance, reconnaissance assets should be given the mission to screen forward of
the main body.
A-107. Mobility operations are essential to the success of the operation as the rupture force begins its
movement. If engineer assets are limited, they may initially travel with the rupture force, then move in
support of the reserve force. The important point is to keep them as far forward as possible without

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 Offensive Tactics, Techniques, Procedures, and Considerations

allowing them to become unnecessarily exposed. Concurrently, conduct countermobility operations by the
rear guard to slow the enemy and avoid decisive engagement.
A-108. The commander observes the progress of the rupture force and the movement forward of the
reserve while at the same time monitoring activities of the rear guard. The commander determines the
tempo of the operation while the operations officer observes the actions of the rear guard. Using phase
lines, the commander can control the unit's movement to avoid creating an assailable flank that an enemy
counterattack force could exploit. For example, knowing that the reserve force is crossing a particular phase
line, the commander should ensure that the rear guard is likewise crossing an appropriate phase line which
ensures the unit is maintaining its proper interval. The need to maintain force integrity is often at the
expense of speed.
A-109. The fire support officer directs fires initially in support of the diversionary force as part of the
deception plan; however, once the rupture force begins to move, the artillery shifts and concentrates on the
rupture point. Firing is accomplished on the move through hasty occupation. In this way, the artillery is
able to support both the attack and rear guard actions, yet remain protected.
A-110. Sustainment assets move with the main body, destroy non-transportable items, and leave some
prestocks for the rear guard along with a detonation device. Control of sustainment assets is difficult due to
a lack of radios on supply vehicles. Therefore, each driver must understand the mission and direction of
attack. Drivers agree upon visual signals in advance, especially if special signals are required beyond the
standard operating procedure. Air guards and flank protection are especially important to the soft-skinned
vehicles. If the force must breakout without taking all of its wounded, the commander leaves adequate
supplies and medical personnel behind to care for them. Evacuate wounded personnel who can move with
the breakout force without hindering its chances for success.

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 Appendix B
Defensive Tactics, Techniques, Procedures, and
Considerations

This appendix provides common defensive techniques and considerations for

executing an area defense, mobile defense, and retrograde (focusing on delay
operations) and developing an engagement area and priorities of work.

INTRODUCTION TO DEFENSIVE OPERATIONS

B-1. This appendix is derived from ADP 3-0, ADP 3-90, FM 3-90-1, FM 3-96, and ATP 3-21.20.
B-2. A defensive operation is an operation to defeat an enemy attack, gain time, economize forces, and
develop conditions favorable for offensive or stability operations (ADP 3-0). The purpose of defensive
operations is to create conditions for a counteroffensive that allows Army forces to regain the initiative.
Other reasons for performing defensive operations include—
 Retaining decisive terrain or denying a vital area to an enemy.
 Attriting or fixing an enemy as a prelude to offensive operations.
 Countering enemy action.
 Increasing an enemy’s vulnerability by forcing an enemy commander to concentrate subordinate
forces.
B-3. This appendix provides common defensive techniques and considerations for executing an area
defense, mobile defense, and retrograde (focused on delay operations) and developing an engagement area
(EA) and priorities of work.
B-4. Successful defenses share the following characteristics: disruption, flexibility, maneuver, massing
effects, operations in depth, preparation, and security.
B-5. Defenses are aggressive. Defending commanders use all available means to disrupt enemy forces.
Commanders disrupt attackers and isolate them from mutual support to defeat them in detail. Defenders
seek to increase their freedom of maneuver while denying it to attackers. Defending commanders use every
opportunity to transition to the offense, even if only temporarily. As attackers' losses increase, they falter
and the initiative shifts to the defenders. These situations are favorable for counterattacks. Counterattack
opportunities rarely last long. Defenders strike swiftly when the attackers reach their decisive point.
Surprise and speed enable counterattacking forces to seize the initiative and overwhelm the attackers.
B-6. There are three types of defensive operations:
 Area defense. A type of defensive operation that concentrates on denying enemy forces access to
designated terrain for a specific time rather than destroying the enemy outright (ADP 3-90).
 Mobile defense. A type of defensive operation that concentrates on the destruction or defeat of
the enemy through a decisive attack by a striking force (ADP 3-90).
 Retrograde. A type of defensive operation that involves organized movement away from the
enemy (ADP 3-90).
B-7. Each defensive operation must be dealt with differently when planning and executing the defense.
Although the names of these defensive operations convey the overall aim of a selected operation, each
typically contains elements of the other and combines static and mobile elements. Figure B-1 on page 182
provides a graphic of defensive planning and executing considerations when planning and executing a
defense.

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182
Appendix B

ATP 5-0.2-1
07 December 2020
Figure B-1. Defensive planning and executing considerations
 Defensive Tactics, Techniques, Procedures, and Considerations

AREA DEFENSE
B-8. An area defense capitalizes on the strength inherent in a closely integrated defensive organization on
the ground. The conduct of an area defense facilitates consolidating and reconstituting forces to allow focus
on another element of decisive action, such as stability. The commander may assign subordinate units the
task of conducting an area defense as part of their mission. Subordinate echelons defend within their area of
operations (AOs) as part of the larger echelon's operation.
B-9. Area defense focuses on retaining terrain where the bulk of the defending force positions itself in
mutually supportive, prepared positions. Units maintain their positions and control terrain between these
positions. The decisive operation (DO) focuses on fires into EAs, possibly supplemented by a
counterattack. The commander can use the reserve to reinforce fires, add depth, block, restore a position by
counterattack, seize the initiative, or destroy enemy forces. Units at all echelons can conduct an area
defense.

PLANNING AN AREA DEFENSE

B-10. An area defense requires detailed planning and extensive coordination. In the defense, synchronizing
and integrating the unit's combat and supporting capabilities enables a commander to apply overwhelming
combat power against selected advancing enemy forces. A successful defense depends on knowing and
understanding the enemy and its capabilities. In planning an area defense, the commander may choose
between two forms of defensive maneuver— defense in-depth or forward defense.
B-11. A defense in-depth reduces the risk of a quick penetration by the attacking enemy force. Even if
initially successful, the enemy has to continue to attack through the depth of the defense to achieve a
penetration. The defense in-depth provides more space and time to defeat the enemy attack. Dependent on
the mission variables of mission, enemy, terrain and weather, troops and support available, time available,
and civil considerations (METT-TC), defense in-depth may require forces with at least the same mobility
as the enemy to maneuver to alternate, supplementary, and subsequent positions. The mobility of the
enemy force can determine the disengagement criteria of the defending forces as they seek to maintain
depth. The commander considers using a defense in-depth when—
 The mission allows the unit to fight throughout the depth of the AO.
 The terrain does not favor a forward defense and better defensible terrain occurs deeper in the
AO.
 Sufficient depth is available in the AO.
 Cover and concealment forward in the AO is limited.
 Chemical, biological, radiological, and nuclear weapons may be used.
 The terrain is restrictive and limits the enemy's maneuver and size of attack.
B-12. A forward defense is used to prevent enemy penetration of the defense. A forward defense is the least
preferred form of the area defense due to its lack of depth. A unit commander deploys the majority of the
combat power into defensive positions near the forward edge of the battle area. A commander fights to
retain the forward position and may conduct spoiling attacks or counterattacks against enemy penetrations,
or they may destroy enemy forces in forward EAs. Often, counterattacks are planned forward of the
forward edge of the battle area to defeat the enemy. Commanders may use reconnaissance and security
forces to find the enemy in vulnerable situations. Commanders can then exploit these opportunities with a
spoiling attack that weakens the enemy’s main attacking force and disrupts enemy operations.
B-13. The unit commander uses a forward defense when a higher commander directs the unit commander
to retain forward terrain for political, military, economic, and other reasons. A unit commander considers
using a forward defense when—
 Terrain forward in the AO favors the defense.
 Strong, existing, natural or manmade obstacles, such as a river or a canal, are located forward in
the AO.
 AO lacks depth due to the location of the protected area.
 Natural EAs occur near the forward edge of the battle area.

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Appendix B

 Cover and concealment in the rear portion of the AO is limited.

 Unit commander is directed by higher headquarters to retain or initially control forward terrain.

PREPARING AN AREA DEFENSE

B-14. The unit uses time available to build the defense and to refine counterattack plans. The commander
and staff assess unit preparations while maintaining situational awareness of developments in the unit's
areas of interest. Collection activities begin soon after receipt of mission and continue throughout
preparation and execution. Security operations are conducted aggressively while units occupy and prepare
positions and rehearse defensive actions. Information collection during preparation helps improve
understanding of the enemy, terrain, and civil considerations. Priorities for preparing an area defense are—
 Establish security.
 Occupy positions.
 Conduct rehearsals.

EXECUTING AN AREA DEFENSE

B-15. In an area defense, units are in prepared and protected positions and concentrate combat power
against attempted enemy breakthroughs and flanking movements. The commander uses the reserve to cover
gaps between defensive positions, reinforce those positions as necessary, and counterattack to seal
penetrations or block enemy attempts at flanking movements. Execution of the area defense is divided into
a five step sequence:
 Gain and maintain enemy contact. In the face of the enemy's determined efforts to destroy
friendly reconnaissance and surveillance assets, gaining and maintaining enemy contact is vital
to the success of defensive actions.
 Disrupt the enemy. The commander executes shaping operations (SOs), including military
deception operations, to disrupt the enemy regardless of the enemy's location within the AO.
 Fix the enemy. The commander does everything possible to limit the options available to the
enemy when conducting an area defense; this includes constraining the enemy to a specific
course of action (COA), controlling enemy movements, or fixing the enemy in a given location.
 Maneuver. In an area defense, the DOs occur in the main battle area. The commander's goal is
for the DO to prevent the enemy's further advance by using a combination of fires from prepared
positions, obstacles, and mobile reserves.
 Follow through. The purpose of defensive actions is to create conditions for a counteroffensive
that regains the initiative. A successful area defense allows the commander to quickly transition
to offensive operations.
The steps above might not occur sequentially; they may occur simultaneously. The first three steps are
usually SOs. Depending on the circumstances, either of the last two steps may be the echelon’s decisive
operation.

MOBILE DEFENSE
B-16. A mobile defense focuses on destroying the enemy by permitting the enemy to advance to a position
that exposes them to counterattack and envelopment. Units smaller than a division do not normally conduct
a mobile defense because of their limited capabilities to fight multiple engagements throughout the width,
depth, and height of the AO. In considering a mobile defense, the commander weighs several factors:
 The defender possesses equal or greater mobility than the enemy.
 The frontage assigned exceeds the defender's capability to establish an effective area or
positional defense.
 The depth of the AO allows the attacking enemy force to be drawn into an unfavorable position
where it can be attacked.
 Time for preparing defensive positions is limited.
 Sufficient armored, Stryker, aviation, and long-range artillery forces and joint fires are available
to allow rapid concentration of combat power.

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 The enemy may employ weapons of mass destruction because this type of defense reduces the
vulnerability of the force to attack and preserves its freedom of action.
 The mission does not require denying the enemy specific terrain.
 The AO lacks well-defined avenues of approach and consists largely of flat, open terrain.

PLANNING A MOBILE DEFENSE

B-17. In a mobile defense, reconnaissance and security, reserve, and sustaining forces accomplish the same
tasks as in an area defense. The commander organizes the main body into two principal groups—the fixing
force and the striking force. The commander places the majority (typically one-half to two-thirds) of
available combat power in the DO, which is a dedicated counterattack by a striking force. The commander
commits the minimum possible combat power to the SO, which uses a fixing force to control the depth and
breadth of the enemy's advance. The fixing force also retains the terrain required to conduct the striking
force's decisive counterattack.
B-18. The striking force is the key to a successful mobile defense. The striking force must have mobility
equal to or greater than that of its targeted enemy unit. The commander's ability to maintain the mobility
advantage is an important aspect of the mobile defense. Countermobility assets support the fixing force and
mobility assets support the striking force. If the striking force's planned maneuver places it outside the
supporting range of the defending commander's fire support systems, the commander must either plan to
move fire support assets to locations where they can support the striking force or incorporate them into the
striking force. The commander takes precautions to prevent fratricide as the striking force approaches the
fixing force's EAs by establishing restrictive fire lines (RFLs).

PREPARING A MOBILE DEFENSE

B-19. The fixing force develops defensive positions and EAs. The commander aggressively uses
reconnaissance assets to track enemy units as they approach. The striking force assembles in one or more
areas depending on the width of the AO, the terrain, enemy capabilities, and the commander's intent.
Before the enemy attack begins, the striking force may deploy some or all of its elements forward in the
main battle area to—
 Deceive the enemy regarding the purpose of the force.
 Occupy dummy battle positions.
 Create a false impression of unit boundaries, which is important when operating with a mix of
armored, Stryker, and infantry forces or multinational forces.
 Conduct reconnaissance of routes between the striking force's avenues of approach and potential
EAs.

EXECUTING A MOBILE DEFENSE

B-20. In a mobile defense, a commander must have flexibility to yield terrain and shape the enemy
penetration. The commander may even entice the enemy by appearing to uncover an objective of strategic
or operational value to the enemy. The striking force maneuvers to conduct the decisive operation—the
counterattack—once the results of the actions of the fixing force shape the situation to meet the
commander's intent. Execution of the mobile defense is divided into a five step sequence:
 Gain and maintain enemy contact. The commander conducting a mobile defense focuses on
discovering the enemy's strength and exact locations to facilitate the effectiveness of the striking
force.
 Disrupt the enemy. The commander conducts SOs designed to shape the enemy's penetration
into the main battle area and disrupt the enemy's introduction of fresh forces, reserves, and
follow-on echelons into the fight.
 Fix the enemy. Fixing the enemy is the second half of SOs and establishes the conditions
necessary for the DO by the striking force.
 Maneuver. The actions of the striking force are the echelon's decisive operation on its
commitment.

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Appendix B

 Follow through. A transitional opportunity generally results from the success of the striking
force's attack and attempts to establish conditions for a pursuit or future offensive operations.

RETROGRADE
B-21. Three forms of retrograde operations exist:
 Delay. When a force under pressure trades space for time by slowing down the enemy's
momentum and inflicting maximum damage on enemy forces without becoming decisively
engaged (ADP 3-90).
 Withdraw. To disengage from an enemy force and move in a direction away from the enemy
(ADP 3-90).
 Retirement. When a force out of contact moves away from the enemy (ADP 3-90). Retirement is
not discussed in this publication (see FM 3-90-1 for additional information).
B-22. The commander executes retrogrades to:
 Disengage from operations.
 Gain time without fighting a decisive engagement.
 Resist, exhaust, and damage an enemy in situations that do not favor a defense.
 Draw the enemy into an unfavorable situation or extend the enemy's lines of communications.
 Preserve the force or avoid combat under undesirable conditions, such as continuing an
operation that no longer promises success.
 Reposition forces to more favorable locations or to conform to movements of other friendly
troops.
 Position the force for use elsewhere in other missions.
 Simplify sustainment of the force by shortening lines of communications.
 Position the force where it can safely conduct reconstitution.
 Adjust the defensive scheme to secure more favorable terrain.
 Deceive the enemy.

DELAY
B-23. In delays, units yield ground to gain time while retaining flexibility and freedom of action to inflict
the maximum damage on an enemy force. The delay is one of the most demanding of all ground combat
operations. A delay wears down the enemy so that friendly forces can regain the initiative through
offensive action, buy time to establish an effective defense, or determine enemy intentions as part of a
security operation. Normally in a delay, inflicting casualties on the enemy is secondary to gaining time.
B-24. The ability of a force to trade space for time requires depth within the AO assigned to the delaying
force. The depth required depends on several factors, including—
 Time to be gained.
 Relative combat power of friendly and enemy forces.
 Relative mobility of forces.
 Nature of the terrain.
 Ability to shape the AO with obstacles and fires.
 Degree of acceptable risk.
B-25. Ordinarily, the greater the available depth, the lower the risk involved to the delaying force and the
greater the chance of success. A commander must provide the following guidance for a delay mission:
 Whether to delay within the AO or delay forward of a specified line or terrain feature for a
specified time.
 Acceptable risk.
 Whether the delaying force may use the entire AO or will delay from specific battle positions.
 Whether the delaying force will use alternate or subsequent positions.

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WITHDRAW
B-26. Withdrawing units, whether all or part of a committed force, voluntarily disengage from an enemy to
preserve the force or release it for a new mission. The purpose of a withdrawal is to remove a unit from
combat, adjust defensive positions, or relocate forces. A withdrawal may free a unit for a new mission. A
unit may execute a withdrawal at any time and during any type of operation.
B-27. Units normally withdraw using a security force, a main body, and a reserve. The two types of
withdrawals are assisted and unassisted. In an assisted withdrawal, the next higher headquarters provides
security forces that facilitate the move away from the enemy. In an unassisted withdrawal, the unit provides
its own security force. Withdrawals are generally conducted under one of two conditions: under enemy
pressure and not under enemy pressure. Regardless of the type or condition under which it is conducted, all
withdrawals share the following planning considerations:
 Keep enemy pressure off the withdrawing force. Position security elements, emplace obstacles,
and cover by direct and indirect fire to delay the enemy.
 Maintain security. Know the enemy's location and possible courses of action. Observe possible
enemy avenues of approach.
 Gain a mobility advantage. Gain an advantage by increasing the mobility of the brigade combat
team, reducing the mobility of the enemy, or both.
 Reconnoiter and prepare routes. Each unit must know the routes or lanes of withdrawal.
Establish priority of movement and traffic control if two or more units move on the same route.
 Withdraw nonessential elements early. Withdrawing nonessential elements early may include
some command and control and sustainment elements.
 Move during limited visibility. Movement under limited visibility conceals moving units and
reduces the effectiveness of enemy fires.
 Concentrate all available fires on the enemy. Alternate movement between elements so some of
the force can always place direct or indirect fires on the enemy.

PLANNING RETROGRADE OPERATIONS

B-28. A retrograde requires detailed planning and extensive coordination. Synchronizing and integrating
the unit's combat and supporting capabilities enables a commander to apply overwhelming combat power
against selected advancing enemy forces.
B-29. The nature of the delay is to maximize the use of terrain. The intelligence officer, therefore, must
prepare a detailed modified combined obstacle overlay. This involves identifying possible areas from
which occupying forces may cover enemy avenues of approach. The delaying force must be able to inflict
maximum destruction without becoming decisively engaged. The commander must anticipate enemy
maneuver and execute plans to counter it. A careful analysis of the enemy's avenues of approach and
probable objectives usually yields usable information regarding the location of probable enemy
vulnerabilities, which serves as the basis for the delay plan.
B-30. The delay does not include decisive engagement. The delay is considered more difficult than the
defense for the following reasons:
 Longer distances are required for triggering disengagement.
 Reconnaissance and counterreconnaissance operations must be highly mobile due to the
defender's intent to forfeit terrain, thus preventing use of stay-behind patrols.
 More open terrain requires more effective obstacles to give the delaying force freedom of
maneuver.
 Maintaining contact with the enemy makes decisive engagement difficult to avoid.
B-31. Planners should consider the following when planning delay operations:
 Centralizing planning and decentralizing action.
 Coordinating flanks.
 Forcing the enemy to deploy and maneuver.
 Maintaining contact with the enemy.

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Appendix B

 Avoiding decisive engagement.

B-32. Commanders must understand both how long to delay and determine the time required for the enemy
to maneuver through the AO. The difference between those two times determines how long the unit must
create an effect on the enemy. The AO describes the space in which the delay must be accomplished.
B-33. A commander may use three techniques to allocate space and time. The first is called the buffer
technique. The commander must delay forward of the rear boundary until a specified time. Therefore the
commander creates a line forward of the rear boundary and in turn issues instructions to subordinate units
to delay forward of the new line until that same time, this way if the enemy attack is stronger than
expected, the commander and subordinate commanders still have maneuver space in which to continue the
delay.
B-34. The second technique is called the halves technique. This approach divides the time the unit has to
conduct the delay in half and applies it to the terrain. As a result, in areas of generally even terrain, a phase
line may be placed in the middle of the AO and subordinate units are given equal time to delay in each
portion of their AO. The better defensible terrain requires less space; therefore, the halftime phase line is
positioned accordingly.
B-35. The last and most effective technique for allocating space and time is a detailed analysis technique of
the unit's AO. In this technique, the commander compares the tentative locations of the delaying elements
to the location of the enemy throughout every stage of the battle. In chronological order, planners
determine the following:
 Amount of time the enemy needs to travel from the point where it comes within line of sight to
the trigger line.
 Amount of time the enemy needs to move through the EA from the trigger line to the break line.
 Amount of time the delaying force needs to evacuate their positions, travel to the next position,
and prepare to fight.
 Location of the enemy if it is able to re-form and continue the attack.
 Repeat as necessary.
B-36. The determinations above should be made for each subordinate unit's AO. By visualizing each
subordinate unit's fight, the commander gains an appreciation for where each delay line should be drawn
and the amount of time each subordinate unit can reasonably be expected to delay at each line. If a
commander establishes a delay line, mission accomplishment outweighs preservation of the force's
integrity.
B-37. Obstacles are usually surface-laid minefields or other easily emplaced obstacles. Maneuver forces
rely on indirect fire to help prevent decisive engagement. Air defense assets should remain mobile, yet able
to engage at a moment's notice. Bounding assets allow the air defense to always have units in position that
are able to keep pace with operations. Support elements should be positioned as far as possible away from
the close fight without sacrificing quality of support. Because of the time required to move support assets,
every precaution should be taken to streamline sustainment operations.
B-38. The reserve's priorities are to block an enemy penetration, reinforce a weakened AO, assist in
disengagement, and counterattacking. Generally, the reserve must avoid missions that extend far forward of
the forward line of troops; it should stay focused on maintaining the cohesive nature of the delaying force.

PREPARING RETROGRADE OPERATIONS

B-39. When rehearsing the delay, the intelligence officer should include in the process unexpected enemy
action to challenge the chain of command and stimulate thought toward contingency missions. The
rehearsal not only confirms the plan but prepares the unit for other eventualities.
B-40. Subordinate commanders backbrief the higher commander on their plans for their operation and how
their plans fit into the overall plan. The commander checks subordinate commander's plans to maintain
contact while remaining not decisively engaged. The greatest risk to the force is movement from primary to
secondary positions (as well as other subsequent moves). To properly execute a delay, the delaying force
must have a mobility advantage.

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B-41. Pre-stocks of ammunition and fuel should be placed adjacent to subsequent positions. The stocks
should not be so large as to prevent the unit from continuing the mission should the stocks be destroyed.
The stocks should be kept on transport vehicles to make availability more flexible and to permit their
evacuation rather than force destruction in the face of the enemy.

EXECUTING RETROGRADE OPERATIONS

B-42. The intelligence officer uses the event template to confirm the enemy's probable COA and conduct
an initial assessment of an enemy's strength. Subordinate units should report the following key
characteristics of the enemy—strength, disposition, and probable future operations—and also report in a
timely manner coordination point contacts, phase line crossings, checkpoint passings, and occupation of
battle positions. Due to wide frontage, aviation assets and the reserve may only be able to influence one
area. Therefore, if possible, those assets should remain uncommitted early in the operation; committing
them removes the commander's ability to influence the battle. It is possible to commit those assets several
times, but only when they can be quickly extracted. Maintenance, medical, and resupply operations
continue but with the intent to evacuate rather than return to combat. Commanders should focus on
maintaining cohesiveness of the overall operation, coordinating flanks, and assessing the situation to
determine the most effective use of the reserve.

ENGAGEMENT AREA DEVELOPMENT

B-43. This section is derived from FM 3-90-1, ATP 3-21.20, and ATP 3-21.11.
B-44. An engagement area is an area where the commander intends to contain and destroy an enemy force
with the massed effects of all available weapons and supporting systems (ADP 3-90). The success of any
engagement depends on how effectively the unit integrates the direct fire plan, the indirect fire plan, the
obstacle plan, Army aviation fires, close air support, and the terrain within the EA to achieve the unit's
tactical purpose.
B-45. Effective use of terrain reduces the effects of enemy fires, increases the effects of friendly fires, and
facilitates surprise. By studying the terrain, the commander tries to determine the principal enemy and
friendly heavy, light, and air avenues of approach. The commander determines the most advantageous area
for the enemy's main attack using the military aspects of terrain: observation and fields of fire, avenues of
approach, key terrain, obstacles, and cover and concealment (OAKOC). For more information, refer to
ATP 3-34.80, which includes a detailed discussion of OAKOC.
B-46. The following steps describe EA development.

STEP 1. IDENTIFY LIKELY ENEMY AVENUES OF APPROACH

B-47. Commanders and staff members can use the following techniques when identifying the threat's likely
avenues of approach:
 Conduct initial reconnaissance of the terrain using OAKOC. If possible, do this from the
enemy's perspective along each avenue of approach into the sector of fire or EA.
 Identify key and decisive terrain. This includes locations that afford positions of advantage over
the threat and natural obstacles and choke points that restrict forward movement.
 Determine which avenues provide cover and concealment for the threat while allowing the
commander to maintain tempo.
 Determine which terrain the enemy is likely to use to support each avenue.
 Evaluate lateral routes adjoining each avenue of approach.

STEP 2. DETERMINE ENEMY SCHEME OF MANEUVER

B-48. Commanders and staff members can consider the following when determining the enemy's likely
avenues of approach:
 How will the enemy structure the attack?
 How will the enemy use reconnaissance assets?

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Appendix B

 How or whether the threat will attempt to infiltrate friendly positions?

 Where and when will the enemy change formations or establish support by fire positions?
 Where, when, and how will the enemy conduct assault or breaching operations?
 Where and when will the threat commit follow-on forces?
 What are the enemy's expected rates of movement?
 What are the effects of combat multipliers, their anticipated locations, and areas of employment?
 What reactions is the enemy likely to have in response to projected friendly actions?

STEP 3. DETERMINE WHERE TO ENGAGE THE ENEMY

B-49. Apply the following to identify and mark where a unit will engage the enemy:
 Identify target reference points that match the enemy's scheme of maneuver, allowing the unit to
identify where it will engage enemy forces through the depth of the sector of fire.
 Identify and record the exact location, composition, and intent of each target reference point.
Target reference points within a unit can have varying compositions due to the use of different
weapon systems to engage different target types.
 Decide how many weapon systems will engage fires on each target reference point to achieve
the desired end state.
 Determine engagement lines for all weapon systems.
 Select which platoons will mass fires on each target reference point.
 Establish EAs around target reference points.
 Develop the direct fire planning measures necessary to fire at each target reference point.

STEP 4. PLAN AND INTEGRATE OBSTACLES

B-50. Apply the following in planning and integrating obstacles into a unit's defense:
 Determine the obstacle group's intent, confirming the target, relative location, and effect. Ensure
intent supports the task force scheme of maneuver.
 Identify, site, and mark obstacles within the obstacle group.
 Integrate protective obstacle types and locations within the unit's defense.
 Ensure coverage of all obstacles with direct fires.
 Assign responsibility for guides and lane closure, as required.
 Emplace obstacles based on analysis of mission variables.
 Secure Class IV and V points, mine dumps, and obstacle work sites.

STEP 5. EMPLACE WEAPON SYSTEMS

B-51. Apply the following when selecting and improving a unit's battle position:
 Select tentative battle positions.
Note. When possible, select battle positions while moving in the EA using the enemy's approach.
Using the enemy's perspective enables the commander to assess survivability of the positions.

 Ensure subordinates conduct a leader's reconnaissance of the tentative battle positions.

 Drive the EA to confirm that selected positions are tactically advantageous.
 Confirm and mark the selected battle positions.
 Ensure that battle positions do not conflict with those of adjacent units and that they are
effectively tied in with adjacent positions.
 Select primary, alternate, and supplementary fighting positions to achieve the desired effect for
each EA.
 Ensure that leaders position weapon systems so that each EA is effectively covered by the
required number of weapons, vehicles, or platoons.

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 Ensure Soldiers in battle positions can observe the EA and engage enemy forces as stated in the
mission order.
 Identify and mark, according to the unit standard operating procedure, positions that can be
hardened by the construction of fighting or survivability positions.
 Confirm all vehicle or weapon systems positions.

STEP 6. PLAN AND INTEGRATE INDIRECT FIRES

B-52. Apply the following in planning and integrating indirect fires:
 Determine the purpose of fires.
 Decide where that purpose will be best achieved.
 Establish an observation plan with redundancy for each target.
 Include as observers the fire support teams and members of maneuver elements with fire support
responsibilities.
 Establish triggers based on enemy movement rates.
 Obtain accurate target locations using survey or navigational equipment.
 Refine target locations to ensure coverage of obstacles.
 Adjust artillery and mortar targets.
 Plan final protective fires.
 Request critical friendly zones for maneuver units and no-fire areas for observation posts and
forward positions.

STEP 7. ENGAGEMENT AREA REHEARSAL

B-53. EA rehearsals ensure that leaders and subordinates understand the plan and are prepared to cover
their assigned areas with direct and indirect fires. The commander has several rehearsal options (see
paragraph 3-39 for rehearsal methods). The rehearsal should cover the following actions:
 Rearward passage of security forces (as required).
 Closure of lanes (as required).
 Movement from the hide position to the battle position.
 Use of fire commands, triggers, or maximum engagement lines to initiate direct and indirect
fires. Shifting of fires to concentrate and redistribute fires’ effects.
 Preparation and transmission of critical reports using radio and digital systems (as applicable).
 Assessment of enemy weapon systems effects.
 Displacement to alternate, supplementary, or subsequent battle positions.
 Cross-leveling or resupply of Class V.
 Evacuation of casualties.
Figure B-2 on page 192 illustrates an example EA.

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Appendix B

Figure B-2. Example of a battalion engagement area

PRIORITIES OF WORK
B-54. Priorities of work are determined in accordance with METT-TC. In addition to a task name, priorities
of work include a given time for performance, a measurable performance standard to guide the
accomplishment of each task, and a designation for whether the work will be controlled in a centralized or
decentralized manner. Priorities of work may include, but are not limited to, the following tasks:
 Continuous security.
 Withdrawal plan.
 Continuous communication.
 Mission preparation and planning.
 Weapons and equipment maintenance.
 Water resupply.
 Resupply.
 Mess plan.
 Sanitation and personal hygiene.
 Alert plan and "stand to."
 Rest and sleep plan.

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 Appendix C
Enabling Tactics, Techniques, Procedures, and
Considerations

This appendix provides common enabling techniques, tactics, procedures, and

considerations for executing the enabling operations of reconnaissance, security,
assembly areas, relief in place, battle handover, and linkup.

RECONNAISSANCE AND SECURITY OPERATIONS

C-1. This section is derived from ADP 3-90, FM 3-90-1, FM 3-90-2, FM 3-98, and ATP 3-21.20.
Table C-1 shows reconnaissance and security planning factors.

Table C-1. Reconnaissance and security planning factors

# OPs # OPs
Guard
Cavalry short long Screen
Route /cover Squadron task
squadron term term frontage
recons frontage organization
echelon (<12 (>12 (km)
(km)
hrs) hrs)
Scout PLT 6 3 1 3-5 1-3
2x troops with 3x PLTs
IBCT

Troop 18 9 1-3 7-13 2-7

each
Squadron 36 18 2-6 13-25 3-13
Scout PLT 6 3 1 3-5 1-3
ABCT

3x troops with 2x PLTs

Troop 12 6 1-2 5-9 1.5-5
each, 1x AR Co (3x PLTs)
Squadron 36 18 3-6 13-25 3-13
Scout PLT 6 3 1 3-5 1-3
SBCT

3x troops with 2x PLTs

Troop 12 6 1-2 5-9 1.5-5
each, 1x AT Co (6x PLTs)
Squadron 36 18 3-6 13-25 3-13
Platoons can conduct route reconnaissance only in permissive environments.
Frontages are a doctrinal planning factor only; terrain will dictate actual frontage.
Cover mission requires additional forces.
Platoons and troops cannot doctrinally guard or cover by themselves; these factors are listed as planning
considerations for a squadron effort.
Ground-based OPs under best conditions, identify enemies 6 km out and, if needed, disengage around 3 km out.
SBCT AT CO has 3x Mobile Gun System (MGS) PLTs and 3x ATGM Stryker PLTs.

RECONNAISSANCE AND SECURITY GUIDANCE

C-2. Commanders provide clear reconnaissance and security guidance that offer both freedom of action to
develop the situation as well as adequate direction to ensure that their units can accomplish stated
reconnaissance objectives within the required timeframe. The commander's reconnaissance and security
planning guidance provides a clear understanding of the unit's task, purpose, and objective. Reconnaissance
and security guidance explains the focus, levels of detail, completeness, levels of covertness, time
requirements, and potential for engagement the commander is willing to accept (by providing guidelines for
engagement, disengagement, and displacement of the organization). The commander develops planning
guidance based on the unit's mission, timeline, and intent to satisfy information requirements and identify

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Appendix C

opportunities to seize, retain, and exploit the initiative. The commander specifies different reconnaissance
guidance for each phase of an operation and adjusts components of the guidance when appropriate.
Reconnaissance and security guidance elements and purpose are similar with subtle variations. The
commander's guidance consists of four elements—
 Focus
 Reconnaissance. Enemy or terrain and reconnaissance pull or push.
 Security. What to protect and why.
 Tempo
 Reconnaissance. Rapid, deliberate, forceful, and or stealthy.
 Security. Short duration or long duration.
 Engagement and disengagement criteria (if any), both lethal and nonlethal.
 Displacement criteria. Event, time, or threat driven.

Focus
C-3. Reconnaissance focus defines the reconnaissance unit’s area of emphasis and consists of four
categories: enemy, infrastructure, terrain and weather effects, and society. The higher commander’s intent
as well as the commander’s initial assessment of information requirements and information gaps serves as
the basis for establishing the focus of reconnaissance tasks. Focus helps the reconnaissance organization
narrow the scope of operations to get the information most important to developing the situation for future
operations.
C-4. Commanders and staffs can further focus reconnaissance efforts by assigning specific reconnaissance
objectives. A reconnaissance objective is a terrain feature, geographic area, enemy force, adversary, or
other mission or operational variable about which the commander wants to obtain additional information
(ADP 3-90). The objective should directly support the end state defined in the commander’s intent.
C-5. For example, during offensive operations, a brigade combat team’s cavalry squadron may conduct
reconnaissance to locate an enemy's security force, to include its composition, disposition, and capabilities.
At the same time, the squadron could also address information gaps concerning terrain-collecting
information on key terrain features that might affect friendly forces, the enemy's disposition, and various
courses of action the brigade combat team’s commander might develop during planning. The information
developed by terrain- or enemy-focused reconnaissance helps update templated enemy courses of action as
part of the continuous assessment of the tactical situation and the operational environment.
C-6. Security focus defines what to protect and why. The focus describes the expected results of the
security operation. Security tasks are threat, terrain, or friendly unit-oriented. This allows subordinate
commanders to narrow their operations to protect the most critical activities and acquire the information
most important to a higher headquarters.

Tempo
C-7. Tempo is the relative speed and rhythm of military operations over time with respect to the enemy.
Reconnaissance tempo refers to the level of detail and covertness required of the reconnaissance
organization. Reconnaissance tempo is described by four terms: rapid, deliberate, stealthy, and
forceful. Rapid and deliberate are levels of detail and are mutually exclusive in all cases—tempo cannot be
rapid and deliberate at the same time. Reconnaissance organizations can oscillate between the two from
phase to phase and even within sub-phases of an operation. Stealthy and forceful indicate mutually
exclusive levels of covertness.
C-8. Rapid or deliberate operations describe the level of detail required by the commander. Rapid tempo
dictates that the level of detail for the reconnaissance operation and is limited to a certain prescribed list of
tasks or priority intelligence requirements (PIR). Rapid tempo is appropriate when time is of the essence
and only a limited number of information requirements are necessary to accomplish the mission.
Deliberate tempo implies all tasks of the mission must be accomplished to ensure mission success.
Deliberate tempo allows the organization more time to answer all information requirements. Detailed and

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thorough reconnaissance and security tasks require time-intensive, comprehensive, and meticulous
mounted and dismounted efforts to observe reconnaissance objectives and develop the situation.
C-9. Forceful or stealthy operations describe the level of covertness commanders require. Forceful tempo
develops the situation through action by employing air and ground reconnaissance, technical means, and
both direct and indirect fire systems moving rapidly to develop the situation. Forceful reconnaissance
requires firepower, aggressive exploitation of actions on contact, operational security, and unit training to
survive and accomplish the mission. Forceful reconnaissance is appropriate when time is limited, detailed
reconnaissance is not required, terrain is open, environmental conditions allow for mounted reconnaissance,
and dismounted reconnaissance cannot complete the mission within existing time constraints. Stealthy
tempo emphasizes avoiding detection and engagement dictated by restrictive engagement criteria. Stealthy
reconnaissance typically takes more time than forceful reconnaissance. It uses dismounted scouts to take
maximum advantage of cover and concealment, reducing signatures that lead to compromise. Stealthy
tempo is used when time is available, detailed reconnaissance and stealth is required, enemy forces are
likely in a specific area, danger areas are encountered, and restrictive terrain limits effectiveness of
mounted reconnaissance.
C-10. For security operations, clearly articulating the tempo allows the commander to establish associated
time requirements that drive security task planning, such as the method of establishing observation posts
(mounted or dismounted), length of unmanned aircraft system (UAS) rotation, and logistical and
communications support required to execute the mission. In addition, tempo also relates to depth, especially
in screen missions. Throughout an area of operations (AO), time is needed to properly deploy into screen
lines to achieve the required depth. When articulating security tempo, commanders consider tasks, the
commander’s critical information requirements (CCIRs), latest time information of value (LTIOV), tactical
risk, movement techniques, and reconnaissance methods and formations. Additionally, tempo affects
whether security units employ short- or long-duration observation posts (OPs) in their security tasks.
 Short duration OPs—manned for less than 12 hours. Short duration OPs allow commanders to
quickly take advantage of available time and mass reconnaissance assets. These are executed by
maximizing the number of OPs and associated observing forces on the ground and in the air.
 Long duration OPs—manned for greater than 12 hours. The number of OPs decreases as
platoons and company-sized units allocate additional forces to each OP to manage a deliberate
rotational schedule and rest plan. Units must coordinate adequate resupply of all supply classes
to support OPs that operate for extended periods of time.

Engagement and Disengagement Criteria

C-11. Engagement criteria are protocols that specify those circumstances for initiating engagement with an
enemy force (FM 3-90-1). Disengage is 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
(FM 3-90-1). The criteria for engaging or disengaging can be either restrictive or permissive and establish
minimum thresholds for engagement or disengagement using all the forms of contact. The commander
defines the size or type of enemy force subordinate units should engage or avoid, which drives planning for
direct and indirect fires and establishing bypass criteria. Merely defining engagement criteria using terms
such as "aggressive" or "discreet" is insufficient. Define engagement criteria using precise doctrinal terms.
For example, guidance for units conducting reconnaissance includes the following:
 Guidance for actions on contact—
 What situations constitute a fight?
 A fight at which echelon?
 In what situation does the leader defer the fight to a higher element?
 Bypass criteria.
 Reconnaissance handover criteria.
 Priority of fires.
 Rules of engagement or rules for use of force.
 Fire support coordination measures.
 Weapons control status.

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Appendix C

C-12. For example, guidance for units conducting security includes the following:
 Force or area to secure.
 Location and orientation of the security area.
 Initial location and types of OPs, if applicable.
 Time allocated to establish the security operation.
 Criteria for transitioning from the security operation to the decisive operation (DO).
 Task organization and augmentation of security forces.
 Level of protection and minimum warning time requirements.
 Threat considerations, such as the smallest enemy element allowed to pass without engagement
or the threat's capability to influence main body activities.

Displacement Criteria
C-13. Displacement criteria define triggers for planned withdrawal, passage of lines, or reconnaissance
handover between units. As with engagement and disengagement criteria, the conditions and parameters
established in displacement criteria integrate the commander's intent with tactical feasibility. Conditions are
either event driven (for example, associated PIRs met, threat contact not expected in the area, and
observed NAIs or avenues of approach denied to the enemy); time driven (for example, LTIOV time
triggers met); or threat driven (observation posts compromised). Failure to specifically dictate conditions
for displacement within the higher scheme of maneuver likely will result in either: (1) reconnaissance and
security assets leaving too early or (2) becoming decisively engaged.

RECONNAISSANCE
C-14. Reconnaissance is a mission undertaken to obtain, by visual observation or other detection methods,
information about the activities and resources of an enemy or adversary, or to secure data concerning the
meteorological, hydrographic, or geographic characteristics of a particular area. Also called RECON
(JP 2-0). Reconnaissance is a focused collection effort, not a means to initiate combat, and may involve
fighting for information. It is performed before, during, and after other operations to provide information
used in the intelligence preparation of the battlefield (IPB) process. The commander uses reconnaissance to
formulate, confirm, or modify a course of action (COA).
C-15. Seven fundamentals assist commanders in successful reconnaissance operations:
 Ensure continuous reconnaissance.
 Do not keep reconnaissance assets in reserve.
 Orient on the reconnaissance objective.
 Report information rapidly and accurately.
 Retain freedom of maneuver.
 Gain and maintain enemy contact.
 Develop the situation rapidly.
C-16. The two reconnaissance techniques commanders may employ to answer information requirements
are reconnaissance pull or reconnaissance push. Commanders employ these techniques based on their level
of understanding of the operational environment combined with the time available to refine their
understanding. In selecting one technique over the other, the commander considers the following:
 Degree of the situational understanding of the enemy.
 Time available to collect the information.
 Leadership ability of subordinate commanders.
 Proficiency of subordinate units to plan and rapidly react to uncertain situations.
C-17. Reconnaissance pull is used when commanders are uncertain of the composition and disposition of
enemy forces in their areas of operations, information concerning terrain is vague, and time is limited. In
these cases, reconnaissance assets initially work over a broad area to develop the enemy situation. As they
gain an understanding of enemy weaknesses, they then 'pull' the main body to positions of tactical
advantage. Reconnaissance pull knowingly emphasizes opportunity at the expense of a detailed,

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well-rehearsed plan and unity of effort. Commanders base plans on several viable branches or COAs
triggered by DPs that reconnaissance assets operate to answer associated CCIRs. Leaders at all levels must
understand and rehearse branches and sequels.
C-18. Reconnaissance push is used when commanders have a relatively thorough understanding of the
operational environment. In these cases commanders 'push' reconnaissance assets into specific portions of
their areas of operation to confirm, deny, and validate planning assumptions impacting operations.
Reconnaissance push emphasizes detailed, well-rehearsed planning.
C-19. The five types of reconnaissance follow:
 Route reconnaissance is a type of reconnaissance operation to obtain detailed information of a
specified route and all terrain from which the enemy could influence movement along that route
(ADP 3-90).
 Area reconnaissance is a type of reconnaissance operation that focuses on obtaining detailed
information about the terrain or enemy activity within a prescribed area (ADP 3-90).
 Zone reconnaissance is a type of reconnaissance operation that involves a directed effort to
obtain detailed information on all routes, obstacles, terrain, and enemy forces within a zone
defined by boundaries (ADP 3-90).
 Reconnaissance in force is a type of reconnaissance operation designed to discover or test the
enemy's strength, dispositions, and reactions or to obtain other information (ADP 3-90).
 Special reconnaissance is reconnaissance and surveillance actions conducted as a special
operation in hostile, denied, or diplomatically and/or politically sensitive environments to collect
or verify information of strategic or operational significance, employing military capabilities not
normally found in conventional forces. Also called SR (JP 3-05).

SECURITY OPERATIONS
C-20. Security operations are those operations performed by commanders to provide early and accurate
warning of enemy operations, to provide the forces being protected with time and maneuver space within
which to react to the enemy, and to develop the situation to allow commanders to effectively use their
protected forces (ADP 3-90). Security operations are shaping operations (SOs) that take place during all
operations. Other collection assets provide the commander with early warning and information on the
strength and disposition of enemy forces. The availability of information collection assets enables greater
flexibility in the employment of security forces.
C-21. Security operations provide information about the enemy and terrain and preserve the combat power
of friendly forces. Security operations provide information about the size, composition, location, and
direction of movement of enemy forces. Reaction time and maneuver space gained by information
collected allows the main body commander to prepare for future operations or to deploy to engage the
enemy. Security prevents the enemy from surprising the main body that allows the commander to preserve
the combat power of maneuver forces and mass effect and combat power at the decisive point in time.
Commanders may conduct security operations to the front, flanks, and rear of their force. The primary
difference between security operations and reconnaissance is that security operations orient on the force or
facility being protected while reconnaissance orients on enemy, populace, or terrain.
C-22. Successful security operations depend on properly applying the following five fundamentals:
 Provide early and accurate warning.
 Provide reaction time and maneuver space.
 Orient on the force or facility to be secured.
 Perform continuous reconnaissance.
 Maintain enemy contact.
C-23. Four forms of security operations exist, each providing varying levels of protection to the main body
and requiring different quantities of resources:
 Screen is a type of security operation that primarily provides early warning to the protected force
(ADP 3-90).

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Appendix C

 Guard is a type of security operation done to protect the main body by fighting to gain time
while preventing enemy ground observation of and direct fire against the main body
(ADP 3-90). Units performing a guard task cannot operate independently because they rely upon
fires and functional and multifunctional support assets of the main body.
 Cover is a type of security operation done independent of the main body to protect them by
fighting to gain time while preventing enemy ground observation of and direct fire against the
main body (ADP 3-90).
 Area security is a type of security operation conducted to protect friendly forces, lines of
communications, and activities within a specific area (ADP 3-90).

SURVEILLANCE
C-24. Surveillance is the systematic observation of aerospace, cyberspace, surface, or subsurface areas,
places, persons, or things by visual, aural, electronic, photographic, or other means (JP 3-0). Surveillance
may be a stand-alone mission or part of reconnaissance, security, or other missions (particularly area
reconnaissance). In many ways, surveillance is an easier mission to perform than reconnaissance.
C-25. Surveillance is distinct from reconnaissance. Surveillance involves tiered and layered technical assets
collecting information. It can be passive and continuous, with an extended period of surveillance used as a
tactic or technique. Reconnaissance, on the other hand, is active in collection of information (such as
maneuver) and usually involves human participation. It involves many TTP throughout the course of a
mission. Commanders complement surveillance with frequent reconnaissance. Surveillance, in turn,
increases the efficiency of reconnaissance by focusing those missions while reducing the risk to Soldiers.
C-26. Both reconnaissance and surveillance involve detecting, locating, tracking, and identifying entities in
an assigned area and obtaining environmental data. Reconnaissance and surveillance are not executed the
same way. During reconnaissance, collection assets find information by systematically checking different
locations within the area. During surveillance, collection assets watch the same area, waiting for
information to emerge when an entity or its signature appears.
C-27. Reconnaissance and surveillance complement each other by cueing the commitment of collection
assets against locations or specially targeted enemy units. An airborne surveillance asset may discover
indicators of enemy activity that cues a reconnaissance mission.

ASSEMBLY AREA OPERATIONS

C-28. This section is derived from ADP 3-90 and FM 3-90-1.
C-29. An assembly area is an area a unit occupies to prepare for an operation (FM 3-90-1). Units in
assembly areas (AAs) execute maintenance, resupply, and personnel actions to maintain the combat power
of the force. Units also may conduct reconnaissance, training, and rehearsals and task organization and
reorganization of the force; develop and issue orders and plans; and coordinate with other units or higher
headquarters. Units occupying AAs employ security measures to deny enemy intelligence any indicators of
friendly plans, intentions, force composition, unit identity, and locations consistent with the higher
commander's deception plan. Designation and occupation of an AA may be directed by a higher
headquarters or by the unit commander, for example, during relief or withdrawal operations or during unit
movements.
C-30. Planning for, occupying, and departing an AA is difficult and time consuming. Performed correctly,
executing an AA can aid in structuring the unit for timely execution of combat operations. Done
incorrectly, executing an AA confuses and disorganizes a unit before the unit ever makes contact with the
enemy. AAs are organized and occupied with an emphasis on unit integrity, ease of operations, command
and control, and efficient use of facilities. Tactical dispersion and protection from ground or air attack are
lesser considerations. Units typically group tightly together and are at an extremely low readiness
condition.
C-31. A tactical assembly area is an area that is generally out of the reach of light artillery and the location
where units make final preparations (precombat checks and inspections) and rest, prior to moving to the
line of departure. Tactical assembly areas (TAAs) are areas where enemy contact is likely and commitment

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of the unit directly from the TAA into combat is possible or anticipated. Examples of TAAs include
locations occupied by units designated as tactical reserves, by units after completing a rearward passage of
lines, temporarily by units during tactical movement, and by units during reconstitution. Units in TAAs are
typically preparing to move forward to execute a forward passage of lines followed by offensive operations
or have been assigned a reserve mission by their higher commander.
C-32. Both assembly areas and tactical assembly areas have a number of overlapping planning
considerations and actions. Unless stated otherwise, the rest of this discussion focuses on planning,
establishing, and departing from TAAs. TAAs ideally provide—
 Concealment from air and ground observation.
 Cover from direct fire.
 Terrain masking of electromagnetic signal signatures.
 Sufficient area to disperse units and their vehicles consistent with the tactical situation.
 Suitable entrances, exits, and internal routes. Optimally, at least one all-weather paved surface
road transits the TAA and connects to the main supply route in use by the next higher
headquarters.
 Terrain that allows the observation of ground and air avenues of approach into the TAA.
 Good drainage and soil conditions that support unit vehicle movement.
 Buildings for maintenance operations, command and control (C2) facilities, and supply storage.
 An area suitable for a helicopter landing zone, if applicable.
Properly locating a TAA contributes significantly to both security and flexibility. The location should
facilitate future operations so movement to subsequent positions takes place smoothly and quickly.

TASK ORGANIZATION
C-33. When preparing to occupy an assembly area, a unit usually task-organizes into two components: the
quartering party and the main body. A quartering party is a group of unit representatives dispatched to a
probable new site of operations in advance of the main body to secure, reconnoiter, and organize an area
before the main body's arrival and occupation (FM 3-90-2). The quartering party usually guides the main
body into position from the route's release point (RP) to their precise locations in the AA.
C-34. A quartering party normally includes an officer in charge (OIC), a noncommissioned officer in
charge (NCOIC), representatives from the command post (CP), and all subordinate units. The OIC and
NCOIC must be senior enough and empowered to make tactical decisions and settle disputes between the
unit's tentative plan and subordinate unit quartering parties’ OICs and NCOICs. Unit standard operating
procedures (SOPs) should establish the exact composition of the quartering party and its transportation,
security, communications equipment, and specific duties.

Note. Some organizations use the term "advance party" interchangeably with the term
"quartering party." However, units should primarily use the term "advance party" in the
operational and strategic deployment process.

C-35. The main body is the principal part of a tactical command or formation. It does not include detached
elements of the command, such as advance guards, flank guards, and covering forces (ADP 3-90). In the
case of an AA or TAA, the main body is the rest of the organization that is not in the quartering party.
Depending on the size of the organization, the main body may be broken down into several sub-organized
serials to assist in security, dispersion, and movement control.

ASSEMBLY AREA METHODS

C-36. Three methods exist to organize an AA. Method 1 (single) essentially configures a unit in a perimeter
defense, with maneuver units deployed along the entire perimeter and oriented outwards while C2 facilities,
the headquarters and headquarters company (HHC), and most sustainment assets are located near the center
of the AA (see figure C-1 on page 200 for an example of method 1).

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Appendix C

Figure C-1. Example single AA

C-37. In method 2 (as part of a larger AA), the unit may occupy a portion of the perimeter of a higher
headquarter’s AA. Maneuver units are oriented only on the outward edge of the perimeter and potential
avenues of approach. C2 facilities, HHC, and most sustainment assets are located away from the perimeter.
Depending on the tactical situation and width of the area assigned, the unit may maintain a reserve (see
figure C-2 for an example of method 2).

Figure C-2. Example as part of a larger AA

C-38. In method 3 (dispersed), the unit may assign individual AAs to subordinate units. Subordinate units
maintain their own 360-degree security. The unit C2 facilities, HHC, and the bulk of sustainment assets
occupy positions central to the outlying maneuver units and provide their own security. Subordinate units

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secure areas between them through visual and electromagnetic surveillance or patrols (see figure C-3 for an
example of method 3).

Figure C-3. Example dispersed AA

Note. A brigade support area (BSA) is a special case assembly area. If a brigade support
battalion (BSB) incorporates subordinate battalion field trains, then these units together form a
BSA. The BSA must be located to the rear of the supported battalions. This positioning prevents
the extensive traffic in and out of the BSA from interfering with battalion AA activities. This
also allows the battalions to move forward and deploy without having to maneuver through or
around the BSA. The location of the BSA in relation to supported battalions depends on the
threat, mission of the brigade, proximity to division/corps main supply routes, and the ability of
the BSA to support the battalions given the distance between them.

PLANNING AN ASSEMBLY AREA

C-39. A planner or operations officer determines the location, method, and tentative subunit locations
based on terrain, enemy situation, and ease of use. Table D-18 on page 227 provides minimum planning
factors to assist in allocating assembly areas. Special attention must be paid to the present locations and
condition of units, which may influence their order of march to the AA, and to anticipated future unit
missions, which influence their placement within the new AA. The ability of a unit to move from the new
AA and execute its assigned or anticipated future mission is the overriding consideration in planning.
Certain subordinate units may have to meet specific positioning requirements, such as being close to water
for decontamination. Once an AA is designated, a planner or operations officer then plan routes from where
units are currently located to the AA.

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Appendix C

C-40. The planner or operations officer also help develop the ground combat contingency plans for the unit
based on the intelligence section's estimate of the likelihood of significant enemy contact in the AA.
Contingency plans for subordinate units forced out of the AA typically include fire support and alternate
AAs or a rally point. The defense of vital, difficult-to-replace sustainment assets receives special attention.
C-41. Commanders decide if they wish to conduct a personal reconnaissance of the AA prior to the unit's
occupation. A personal reconnaissance is clearly superior to map reconnaissance. However, based on an
estimate of the situation, the commander may choose to allow the quartering party and the subordinate
units' quartering/reconnaissance parties to execute this reconnaissance and unit positioning.

Note. Terrain matters. An AA in a forest has different considerations than an AA in a desert.

C-42. The intelligence section, along with the geospatial engineer team, works with the planner or
operations officer to identify places in the AA where mobility may be poor due to drainage, vegetation, or
slope and where concealment is very good or poor. The intelligence section also determines the
characteristics and likelihood of the air and ground threat to the quartering party and main body during its
movement to, and occupation of, the AA.
C-43. The quartering party OIC coordinates with the planner or operations officer to determine—
 The mission of the quartering party.
 Whether or not the quartering party remains in the AA to await the remainder of the units or
returns to lead the unit into position.
 The route the quartering party will use.
C-44. The quartering party NCOIC coordinates to ensure that all personnel moving in the quartering
party—
 Are identified and alerted.
 Begin preparations for movement.
 Focus on actions of the quartering party and not current operations.
 Have the necessary supplies.
C-45. Depending on the likelihood of enemy attack, the quartering party, for security, may move with a
subunit quartering party, a higher headquarter’s quartering party, or reconnaissance units. Ideally, the
quartering party executes a route reconnaissance and a time-distance check and move along the main body's
designated routes.
C-46. For the main body, unit leaders—
 Plan for all non-quartering party elements in their movement.
 Determine serial composition and leadership.
 Coordinate with the quartering party to obtain updates to the route and AA.
C-47. The fire support officer/fire support element (FSO/FSE) coordinates with units whose areas the
element will move through or whose areas encompass the new AA to obtain their existing artillery target
lists.
C-48. The logistics officer coordinates with the planner or operations officer and recommends locations for
the sustainment units. Once planners identify the main CP location, the HHC commander plans the
occupation of the HHC support elements after the main CP location.
C-49. The quartering party NCOIC determines the support required for the quartering party. The NCOIC's
estimation of necessary supplies and equipment covers the entire quartering party, including accompanying
staff section representatives and sustainment assets required. Movements during limited visibility may
require the NCOIC to obtain additional night-vision devices or chemical light sticks. If the quartering party
will travel over extended distances or if sustainment support is difficult to obtain through nearby units,
other sustainment assets such as fuel, maintenance, or medical support may accompany the quartering
party.

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C-50. Unit leadership ensures the main body has the required sustainment assets for their movement. The
sustainment assets needed are the same as the quartering party.
C-51. Engineer support for the quartering party or main body is not normally required since the quartering
party and main body generally move through a known and secure area, and other units usually need these
scarce engineer support assets. Air defense units may move with the quartering party enroute to the new
AA, or already in place air defense units provide air defense coverage.

PREPARING AN ASSEMBLY AREA

C-52. The quartering party assembles at a time and place directed by the OIC. The OIC posts graphics
concerning the route, location and identity of friendly units, and the tentative occupation plan for the AA.
C-53. The main body prepares to occupy the AA by ensuring that each subordinate unit understands where
to position itself in the AA, what security tasks the unit is responsible for in the AA, and how it is to move
to the AA.
C-54. After the quartering party OIC has completed planning, the OIC assembles the quartering party to
brief the plan. This briefing should follow the standard five-paragraph order format. The briefing should
emphasize—
 Actions of the quartering party in the assembly area.
 Actions on contact.
 Actions to take if separated from the quartering party.
 Actions at halts.
 Medical evacuation procedures.
 Actions at critical areas.
 Contingency plans.
 Methods to request and receive sustainment.
C-55. The OIC may require backbriefs from quartering party element leaders and may execute rehearsals of
key actions before starting movement. Rehearsals are vitally important when the threat level is high and
elements in the quartering party have no habitual association or functioning SOP. The OIC may conduct
brief, informal precombat inspections (PCI) of the quartering party. PCI checks should emphasize vehicle
and radio preventive maintenance and services, weapons and ammunition status, communications ability,
graphics, understanding of the plan, and signals information.
C-56. When briefing the main body, unit leadership follows the same briefing format the quartering party
used along with the additional topic of updates from the quartering party.
C-57. Having determined the support requirements of the quartering party during the planning phase, the
NCOIC takes all actions necessary to obtain the support needed to accomplish the mission. Most quartering
party personnel come with a supporting vehicle. If too many members arrive without transportation, the
NCOIC needs to coordinate for additional vehicles. The NCOIC ensures that all vehicles are prepared for
movement including full fuel tanks, maps, radios (if so equipped), ammunition, and water. One or more
quartering party vehicles should carry vehicle tow bars. If different types of vehicles are in the convoy, a
means of recovery for each vehicle type is needed. For sustainment obtained through other sustainment
units on an area support basis, the NCOIC coordinates estimated fuel and resupply requirements with the
logistics officer. This coordination includes where and when support is required. Usually, the quartering
party carries both needed and extra fuel and supplies which they can then use to establish refuel on the
move (ROM) locations that both the quartering party and the main body use.
C-58. Unit leadership for the main body ensures that a means of recovery for each type of vehicle and the
appropriate amount of sustainment are available for the duration of the movement. Leaders should not
leave anything behind when they move the main body; therefore, they must accomplish proper manning of
all vehicles and equipment and an accounting of all equipment and personnel.

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Appendix C

Note. If the BSB incorporates the subordinate unit field trains to form the BSA, the BSB
commander may coordinate a rehearsal with sustainment representatives to review this portion
of the operation.

EXECUTING AN ASSEMBLY AREA

C-59. Units occupy AAs via the occupation actions of their subordinate units and the positioning of
headquarters, sustainment, and C2 assets. Units position themselves in AAs in accordance with their parent
unit's tentative plan and any coordinated changes. The quartering parties typically guide their units into
position. Units must accomplish occupation procedures smoothly, without halting or bunching of units at
the RP.
C-60. The quartering party moves to the AA, generally along one route. If the quartering party moves along
the same route that the main body will use, the quartering party executes a route reconnaissance during
movement. If the results reveal that the route is impassable, the quartering party reports this immediately,
and then seeks a bypass. Once a bypass is located, the quartering party reports the bypass, and the marking
method for the bypass, to the main body. If required, the quartering party also executes a simultaneous
time-distance check.
C-61. After arriving at the AA, the quartering party moves to the general location selected for it during the
map reconnaissance, clears and secures the location, and seeks covered and concealed positions.
Reconnaissance of proposed locations by the OICs or other quartering party subunits may reveal that the
area is unsuitable for occupation. In that case, the quartering party OIC and NCOIC attempt to adjust unit
locations within the area assigned by higher headquarters. If such adjustments do not correct the problem,
the OIC immediately notifies the unit commander. Pending the commander's decision regarding occupation
of the present AA or coordinating for a new one, the quartering party's actions continue. If the quartering
party stays in the AA awaiting the main body, guides move on order to a preselected checkpoint or RP to
await main body serials. Otherwise, the quartering party moves back to rejoin the main body and lead them
back to the new AA.
C-62. Once enough time has elapsed for the quartering party to ensure the route and AA are feasible, the
main body begins movement to the AA following any bypasses or updates the quartering party provided.
Once the main body arrives at the AA, guides meet their respective elements at or near the RP and take
them to their positions. Vehicles move into the best cover and concealment in the area if their positions are
not individually marked. Once their vehicles are in position, crewmembers conduct appropriate
maintenance checks, establish local security, and camouflage vehicles, as necessary. Simultaneously, the
CPs provide command and control for the conclusion of the unit's movement to, and occupation of, the AA.
C-63. During movement to the AA, the quartering party OIC is positioned to best control the quartering
party and maintain communications with all subordinate elements. The NCOIC is usually in the last vehicle
to ensure all disabled vehicles are recovered with none left behind. Once in the AA, the OIC and NCOIC
establish themselves at a central location that all other members of the quartering party can easily identify
until the main body arrives.
C-64. The portion of the quartering party responsible for the CP determines its exact locations. Ideally, this
reconnaissance would include a communications check to fix the site precisely. Establishment of the main
CP in the new AA should occur early in the occupation so subunit CPs can establish themselves and
communicate with the main CP. Early establishment of the main CP also allows for timely initiation and
continuation of tactical planning.
C-65. Attached sustainment assets generally conduct resupply and maintenance operations for the
quartering party or main body at scheduled halts or in the new AA. The plan may have the quartering party
resupplied when the main body arrives. In this case, the quartering party takes no action, and individual
quartering party elements coordinate their own resupply through their regular supply channels after closure
of the main body. Maintenance recovery of quartering party vehicles is usually through recovery by like
vehicles using tow bars. The quartering party may include dedicated recovery assets.

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C-66. Because subordinate units in an AA concentrate on maintenance and replenishment tasks that are too
difficult or time-consuming to perform during combat operations, the initial demand for sustainment will be
quite high. Sustainment elements must anticipate this and balance priorities of work for establishing
security and wire communications, installing camouflage netting (or similar actions), and resupplying units
at the AA.

ACTIONS IN THE ASSEMBLY AREA

C-67. Preparing the unit for future operations is the focus of all actions in the AA. Actions most commonly
associated with AA activities include—
 Establish and maintain security.
 Conduct resupply, refueling, and rearming operations.
 Conduct dismounted security patrols to clear dead space and restrictive terrain.
 Conduct precombat checks and a precombat inspection.
 Conduct rehearsals and other training for upcoming operations.
 Adjust task organization as necessary.
 Develop a defensive fire plan.
 Perform maintenance on vehicles and communications equipment.
 Account for personnel, including attachments.
 Conduct personal care and hygiene activities.
C-68. Maintenance activities concentrate on deadline faults and faults that degrade the equipment's ability
to shoot, move, and communicate. Maintenance personnel, when short on time, employ critical repair and
battle damage assessment and repair techniques. Sustainers conduct resupply actions to replenish items
used in previous operations, assemble stocks for future operations, and replace damaged or contaminated
supplies as required.
C-69. Planning and preparing for future operations occurs simultaneously with maintenance and
administrative activities. Planning includes developing and issuing combat orders and coordinating with
higher, lower, and adjacent units. Preparing includes backbriefs and rehearsals. Preparing in a non-tactical
AA may also include individual or small unit training, weapons zeroing, and calibration. Training is
required if the unit is issued new or modified equipment while in the AA. If the unit is introducing large
numbers of replacement personnel, small unit training will be necessary. This is especially true when
replacing significant numbers of key leaders. Such training will probably center on mastering drills and
SOPs used by the unit. If the unit has recently left combat, after action reviews (AARs) are conducted to
verify or refine unit SOPs. AARs may also capture, record, and disseminate hard-learned combat lessons in
an effort to institutionalize successful techniques throughout the command.

DEPARTURE FROM THE ASSEMBLY AREA

C-70. Anticipated future unit missions provide the basis of planning considerations for occupying the
assembly area. Planners position units in the AA so they can depart the AA enroute to their tactical
missions without countermarching or moving through another unit. Sometimes, the future employment of
subunits is unknown when planning the occupation of the AA. In this case, units may be poorly positioned
to lead the parent unit to the start point (SP). Rather than sending this unit through other formations or
allowing it to maneuver at its own discretion to the SP, the higher headquarters assigns the unit a separate
route to the SP that takes it away from and around other units.
C-71. Units departing the AA must hit the SP at the correct interval and speed. To achieve this, planners
should place the SP sufficiently far from the AA to allow units to maneuver out of their positions and
configure themselves for the movement prior to reaching the SP. Leaders establish correct march order,
interval, and speed enroute to the SP because units that line up in preparation for movement often block the
maneuver of other units. The SP for a battalion movement should be 2 to 3 kilometers (km) from the AA to
permit companies to attain proper speed and interval before crossing it. Ideally, the lead march unit can
visually identify the SP from the AA. Moreover, with only one unit moving at a time, the chance of units
intermingling and becoming lost and confused is near zero.

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Appendix C

RELIEF IN PLACE
C-72. A relief in place is an operation in which, by direction of higher authority, all or part of a unit is
replaced in an area by the incoming unit and the responsibilities of the replaced elements for the mission
and the assigned zone of operations are transferred to the incoming unit (JP 3-07.3). Commanders conduct
a relief in place (RIP) as part of a larger operation, primarily to maintain the combat effectiveness of
committed units. The higher echelon headquarters directs when and where to conduct a RIP and it
establishes the appropriate control measures. Normally, during the conduct of large-scale combat
operations, the unit being relieved (the outgoing unit) is defending. However, a relief may set the stage for
resuming offensive operations, introducing a new unit into combat, or freeing the relieved unit for other
tasks, such as decontamination, reconstitution, routine rest, resupply, maintenance, specialized training, or
redeployment. Units normally are relieved at night or during periods of limited visibility.
C-73. Three techniques for conducting a RIP are sequentially, staggered, or simultaneously:
 A sequential relief occurs when each element in the relieved unit is relieved in succession, from
one flank to the other, front to rear, rear to front, or center outwards.
 A staggered relief occurs when the commander relieves each element in a sequence determined
by the tactical situation, not its geographical orientation. The enemy situation and the proximity
of each battle position to the enemy determine the procedure. Generally, if the enemy is likely to
attack, those areas unlikely to receive the majority of contact will be relieved first. In this way,
the main defensive positions remain strong, crewed by Soldiers who know the terrain and the
defensive plan.
 A simultaneous relief occurs when all elements are relieved at the same time. It takes the least
time to execute, but is more easily detected by the enemy.

PLANNING A RELIEF IN PLACE

C-74. Upon receipt of the order to conduct a RIP, the following events should occur:
 The incoming unit commander and staff coordinate in person with the outgoing unit commander
and staff at their CP.
 If required, the incoming unit moves to an assembly area to the rear of the outgoing unit.
 The incoming unit's commander and staff, after coordinating with the outgoing unit, complete
their command and staff actions at the CP of the outgoing unit. If time is available and the
situation permits, incoming unit leaders can conduct a reconnaissance at this time. The incoming
unit commander then issues orders.
 Upon completion of the order, the incoming unit command group collocates their CP with the
outgoing CP. The incoming unit moves subordinate units from assembly areas to positions, as
prescribed in the order.
C-75. The two units conducting RIP must agree on procedures for accomplishing the following items:
 Sequence and technique of relief (if not specified by the headquarters ordering the relief). Both
commanders should consider the following when picking a sequence and technique:
 Subsequent mission of the unit conducting the relief.
 Strength and combat efficiency of the unit presently in the defensive area.
 Capability of the enemy to detect and react against the relief.
 Characteristics of the AO.
 Need to vary the pattern of relief.
 Size and type of elements involved in the relief.
 When to pass responsibility for the fight to the incoming unit.
 Reconnaissance.
 Security.
 Routes to use.
 Location of AAs.
 Integrated deception plan.

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C-76. The outgoing unit transfers to the incoming unit all information and intelligence concerning the
enemy and the AO. Close cooperation and coordination of plans are necessary between the commanders
and subordinates of both the incoming and outgoing units. This normally requires their CPs to be
collocated. The incoming unit must fit into and accept the general defense plan of the outgoing unit until
RIP is complete. Non-maneuver units normally should not be relieved at the same time as the units they
support and, ideally, are complete before maneuver units conduct their RIP. This provides an opportunity to
establish operations in preparation for the outgoing unit's recovery.
C-77. In the simplest RIP, the incoming unit has the same equipment and organizational structure as the
relieved unit. When possible, separate routes are planned for the incoming and outgoing units to avoid
two-way traffic. The higher headquarter's order should designate the contact point where the two
commanders meet (usually the outgoing commander's CP). If a contact point is not provided, the incoming
commander should request a location from the outgoing commander. The higher headquarter's order, at a
minimum, includes the time for commencing and completing the relief and priorities for use of the routes.
C-78. Control measures for relief in place are generally restrictive to prevent fratricide. At a minimum,
these control measures include the AO with its associated boundaries, battle positions, contact points, start
points, routes, release points, AAs, fire support coordination measures, and defensive direct fire control
measures, such as target reference points and engagement areas (see figure C-4 for an example of control
measures).

FM 3-90-2
Figure C-4. Example control measures for a relief in place

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Appendix C

PREPARING A RELIEF IN PLACE

C-79. Normally, when minimum forces are employed on the forward line of troops (FLOT), the relief is
conducted from rear to front. When maximum forces are employed on the FLOT, the relief is conducted
from front to rear. In determining the sequence of relief, commanders should consider—
 Time available to accomplish the RIP.
 Enemy situation and the capability of the enemy to detect and react against the relief.
 Subsequent missions of outgoing and incoming units.
 Strength and condition of elements in the relief.
 Characteristics of the AO.
 Acceptable amount of concentrated forces.
C-80. Generally, simultaneous relief of all elements is the fastest option; however, it is also the least secure
and most difficult to control. Sequential and staggered reliefs involve only one element at a time; therefore,
they are the slowest, most secure, and easiest to control.

FORWARD PASSAGE OF LINES

C-81. A forward passage of lines occurs when a unit passes through another unit’s positions while moving
toward the enemy (ADP 3-90). Ideally, a passage of lines does not interfere with the stationary unit’s
operations. A commander conducts a forward passage of lines to sustain the tempo of an offensive
operation or to free a unit, another mission, or task.

Planning a Forward Passage of Lines

C-82. One of the most critical aspects of a passage of lines is terrain management. Unoccupied areas by the
stationary unit may represent possible locations to stage the passing unit. Passage lanes must take into
account existing obstacles and, if the tactical plan requires the movement of forces in formation, some
obstacles may have to be moved or prepared for demolition prior to the movement of the passing unit.
Sustainment is an essential part and must occur as quickly as possible and, if possible, without incident.
Sustainment assets should be positioned to support the passage where they can best keep the lane open and
vehicles moving. The passing commander should collocate with the stationary unit commander to facilitate
information exchange. The three options for collocating are the—
 Main CP for both units collocates together, which is best for information exchange but presents a
lucrative target for indirect fires.
 Tactical CP or mobile CP for the passing unit collocates with the stationary unit's main CP. This
option provides more flexibility to the passing unit with regard to C2 and presents a smaller
target for the enemy.
 Passing unit sends a liaison officer to the stationary unit's main CP. This technique is least
desirable and used only when the situation does not permit the first two options. This generally
occurs because the terrain does not support the collocation of the passing unit's headquarters.
C-83. Just like a relief in place, control measures for a forward passage of lines are generally restrictive to
prevent fratricide. Close coordination between the passing and stationary units is crucial to successfully
executing the forward passage and subsequent transfer of responsibility. The moving unit’s operations
officer will prepare a tentative plan within the parameters established by the commander. The operations
officer will also examine the location of the contact points to determine whether or not they are compatible
with the scheme of maneuver. Once the contact points have been finalized, the moving unit’s operations
officer coordinates with the stationary force’s operations officer to negotiate the location of the passage
lanes. Operations officers must remember that the physical characteristics and number of the passage lanes
will determine the speed and disposition of the passing force as it crosses the line of departure (LD).
Therefore, when conducting a forward passage in preparation for a deliberate attack, it may be important to
create passage lanes with sufficient width to allow the passing force to move in a tactical formation
appropriate to the operation, such as company columns or a platoon wedge. Figure C-5 shows example
graphic control measures used in a forward passage of lines.

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Figure C-5. Example control measures for a forward passage of lines

Preparing a Forward Passage of Lines

C-84. If time allows, the passing unit conducts reconnaissance from its current location to its designated
AAs, which are generally located to the rear of the stationary unit. After completing reconnaissance, the
passing unit occupies these AAs. The commander organizes the passing force for its subsequent mission
before initiating the forward passage of lines. The passing force avoids regrouping in forward AAs or
attack positions.
C-85. If time permits, the unit conducts a rehearsal. Generally, a forward passage of lines is incorporated
into the combined arms rehearsal. If time does not allow for a rehearsal, subordinate commanders can
backbrief their concept of the passage of lines as a mitigation measure.
C-86. The moving unit establishes their CPs where they can best control the operation and share
information with the passing unit.

Executing a Forward Passage of Lines

C-87. When the passing force moves forward, it moves without a halt through the stationary unit while
deployed in a combat formation. This minimizes the time the two forces are concentrated, making them
less vulnerable to enemy attack. If the passage occurs slower than planned, the higher headquarters issues
fragmentary orders to the units waiting to pass, pushing back their time of execution and keeping them in
the AA until it is their time to move, rather than having them move to a contact point and wait in line.

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Appendix C

C-88. Key events during the forward passage of lines are—

 Stationary support ends when the combat element of the passing unit—including the reserve—
moves beyond direct fire range.
 Passing unit's reconnaissance assets screen forward of release points.
 Stationary unit provides security operations along passage lines.
 Passing unit moves from AA to attack positions.
 Stationary unit clears obstacles from contact point to passage points.
 Higher headquarters ideally controls the passage as two parallel chains of command are
operating simultaneously in one AO and increased risk of friction exists.
 Passing unit assumes responsibility for conducting operations beyond the battle handover line
(BHL) once the attack begins.
 Passing unit assumes full responsibility for sustainment forward of the BHL.
C-89. The stationary unit furnishes the passing unit with any previously coordinated or emergency logistics
assistance within its capabilities. These typically include—
 Evacuating casualties and enemy prisoners of war.
 Controlling dislocated civilians.
 Using areas and facilities such as water points and medical facilities.
 Controlling routes and traffic management.
 Recovering disabled vehicles and equipment.

REARWARD PASSAGE OF LINES

C-90. A rearward passage of lines occurs when a unit passes through another unit’s positions while
moving away from the enemy (ADP 3-90). A rearward passage of lines is similar in concept to a forward
passage of lines. It continues the defense or retrograde operation while allowing for recovery of security or
other forward forces. This operation may or may not be conducted under enemy pressure.
C-91. A rearward passage of lines is likely to be more difficult than a forward passage because of the
following:
 The enemy probably has the initiative, which tends to reduce the time available to conduct
liaison and reconnaissance and make detailed plans.
 If the rearward moving force has been in action, its Soldiers are tired and possibly disorganized.
 The enemy may be applying pressure on the passing force.
 Friendly forces may be more difficult to recognize because enemy forces may be intermixed
with them.

Planning a Rearward Passage of Lines

C-92. The required support agencies and a tentative location for the unit's trains should be established as
quickly as possible. The sustainment assets of the stationary unit should be used to free up some of the
passing force's support operations in depth.
C-93. Close coordination between the passing and stationary units is crucial to successfully executing the
rearward passage and subsequent transfer of responsibility. This is even more critical when the tactical
situation results in a staggered or incremental rearward passage across an AO. The passing commander
relinquishes control of subordinate elements remaining in contact at the time of the transfer of
responsibility to the stationary commander. Generally, the stationary unit assumes control of the AO
forward of the BHL after two-thirds of the passing force's combat elements move through the passage
points. Figure C-6 shows example graphic control measures used in a rearward passage of lines.

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FM 3-90-2
Figure C-6. Example graphic control measures for a rearward passage of lines

Preparing a Rearward Passage of Lines

C-94. As discussed with a forward passage of lines, the passing unit uses one of three options to collocate
as part of the preparations for the rearward passage.
C-95. Due to enemy contact, the passing unit may not have time to conduct a rehearsal of a rearward
passage of lines. Commanders can mitigate a lack of rehearsal by having subordinate commanders brief
their concept of the passage of lines during the order backbrief.

Executing a Rearward Passage of Lines

C-96. The passing unit maintains command of its subordinate elements throughout the retrograde and
rearward passage. The normal order of march in a rearward passage of lines is sustainment elements, main
CP, enablers, tactical CP, and maneuver units. The passing unit's CP passes through the lines as soon as
possible after the lead elements complete their passage. When responsibility transfers, the stationary unit
assumes defense of the AO. Key events during the rearward passage are—
 Stationary unit provides to the passing unit as much assistance as possible, such as indirect fire
support, sustainment, and direct fire support. Indirect fire assets answer the passing unit's call for
fires until battle handoff is complete.
 Stationary unit ensures passage lanes are through obstacles and around stationary unit's
defensive positions.

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Appendix C

 Stationary units close passage lanes once the passing unit and stationary unit's security element
disengage and withdraw through the security area and obstacles.
 Stationary unit moves sustainment assets as far forward as possible, focusing on medical,
recovery, and fuel to enable the passing unit to rapidly move through the stationary unit's
defensive positions.

LINKUP OPERATIONS
C-97. This section is derived from ADP 3-90 and FM 3-90-2.
C-98. A linkup is a meeting of friendly ground forces, which occurs in a variety of circumstances
(ADP 3-90). Examples are an advancing force reaching an objective area previously seized by an airborne
or air assault, an encircled element breaking out to rejoin friendly forces, a force coming to the relief of an
encircled force, and a meeting of converging maneuver forces. Whenever possible, joining forces exchange
as much information as possible before starting a linkup operation.
C-99. The linkup is a complex operation requiring detailed planning and coordinating as far in advance as
possible. The two forces carefully define and coordinate their schemes of maneuver with attention given to
graphic control measures, communications, and each force’s subsequent mission after linkup operations are
complete. Alternate linkup points are planned and lend flexibility to the overall operation.
C-100. The first of two existing linkup methods is the linkup of a moving force with a stationary force.
Under these circumstances, the moving force usually has linkup points near a restrictive firing line (RFL)
or limit of advance (LOA), which is near the stationary forces security elements. The second linkup method
occurs when both forces are moving. This is usually an indicator of a fluid operation, which requires
detailed coordination and effective communication to avoid fratricide.
C-101. To ensure friendly forces join without engaging one another, the commander of the linkup force
designates linkup points. These linkup points are at locations where the axis of advance of the linkup force
intersects the security elements of the stationary force. These points must be readily recognizable to both
forces and should be posted on both digital overlays and conventional maps in case of digital
communications loss. Alternate points are chosen so the units are prepared in case enemy activities cause
linkups at places other than those planned. The number of linkup points selected depends on the terrain and
number of routes used by the linkup force.
C-102. To facilitate a rapid passage of lines and to avoid inadvertent engagement of friendly forces,
personnel in the linkup force must be thoroughly familiar with recognition signals and plans. As required,
stationary forces assist in the linkup by opening lanes in minefields, breaching or removing selected
obstacles, furnishing guides, providing routes with checkpoints, and designating assembly areas.
Figure C-7 shows graphic control measures for a moving linkup force with a stationary force.

212 ATP 5-0.2-1 07 December 2020

 Enabling Tactics, Techniques, Procedures, and Considerations

FM 3-90-2
Figure C-7. Example graphic control measures for a moving linkup force with a stationary
force

C-103. Linkup between two moving units is one of the most difficult operations. It is usually conducted to
complete the encirclement of an enemy force. Primary and alternate linkup points for two moving forces
are established on boundaries where the two forces are expected to converge. As the linking units move
closer, positive control is coordinated to avoid fratricide and ensure the enemy does not escape between the
two forces. Lead elements of each unit should monitor a common radio net. Figure C-8 on page 214 shows
example graphic control measures of a linkup with both units moving.

07 December 2020 ATP 5-0.2-1 213

Appendix C

FM 3-90-2
Figure C-8. Example graphic control measures for a linkup with both units moving

PLANNING A LINKUP
C-104. The headquarters ordering the linkup establishes—
 A common operational picture (COP) using available command and control systems.
 The command and support relationship and responsibilities of each unit before, during, and after
the linkup.
 Fire support coordination measures.
 Recognition signals and communication procedures.
 Operations to conduct following the linkup.
C-105. Both the linkup force and the stationary force should remain under the control of the directing
headquarters. Operational plans must prescribe the primary and alternate day and night identification and
recognition procedures, vehicle systems, and manmade materials used to identify friend from enemy.
C-106. The fire support coordination line (FSCL) is adjusted as one force moves toward the other. An
RFL is established between the two units, usually at the point where the two units plan to establish contact.
C-107. In conducting a linkup with airborne or air assault units, priority for sustainment by air is given to
units assaulting the objective area. Supplies for the linkup forces normally move by land. If the objective
area is to be defended jointly by the linkup and airborne or air assault unit, supplies for the linkup force
may be flown into the objective area and stockpiled.

214 ATP 5-0.2-1 07 December 2020

 Enabling Tactics, Techniques, Procedures, and Considerations

PREPARING A LINKUP
C-108. Time may be limited to conduct rehearsals for a linkup. Ideally, in the combined arms rehearsal
(CAR), the commander highlights the coordination required to affect the linkup without confusion. The
commander also should remind subordinate commanders that the linkup is an enabling activity enroute to a
further objective. If unable to conduct a rehearsal, the commander conducts a backbrief with his
subordinate commanders and attempts to walk them through the operation.

EXECUTING A LINKUP
C-109. The initial conduct of a linkup is identical to a movement to contact or deliberate attack, depending
on the enemy situation. When both units are moving, each monitors the progress of the other and makes
adjustments to the plan as necessary. For example if unit A is unable to travel at the speed described in the
plan, and unit B is moving faster, the location of the linkup point my move closer to unit A. The same
reasoning should be applied to other control measures, such as the FSCL and RFL.
C-110. The linkup unit must not only be prepared to fight for the immediate goal but also be prepared to
sustain operations for the subsequent mission. When the linkup is made, the linkup force may join the
stationary force or the linkup force may pass through or around to continue the attack. If the linkup force is
to continue operations in conjunction with the stationary force, a single commander for the overall force
should be designated. Plans for these operations must be made in advance. The linkup force may
immediately pass through the perimeter of the stationary forces, be assigned objectives within the
perimeter, or be assigned objectives outside the perimeter, depending on its mission.

07 December 2020 ATP 5-0.2-1 215

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 Appendix D
Movement and Maneuver Planning Factors

This appendix provides a variety of planning factors for the movement and maneuver
warfighting function. It includes topics such as movement rates under a variety of
conditions, aircraft planning factors, and assembly area planning factors.

MOVEMENT
D-1. Tables D-1 through D-10 on pages 217–222 show planning factors for movement and maneuver
forces. Figure D-1 on page 223 shows friendly vehicle movement planning factors.
Table D-1. Unopposed movement planning speeds for U.S. forces
ATP 2-01.3
Maximum road speeds (day):
M1/M2/M3 = 40 km/hr Wheeled vehicle off road = 10 km/hr
M113/M901 = 40 km/hr Cross-country movement speed = 30 km/hr
Wheeled vehicle on road = 35 km/hr
Maximum road speeds (night):
M1/M2/M3 = 30 km/hr Wheeled vehicle off road = 6 km/hr
M113/M901 = 30 km/hr Cross-country movement speed = 18-20km/hr
Wheeled vehicle on road = 10 km/hr
Dismounted rate = 3 km/hr

Table D-2. Unopposed movement rates

DTAC milSuite
Cruising speed Maximum speed
Model Name With load (mph)
(mph) (mph)
M1A2 SEP Abrams 35 42
M2A2/M3A2 Bradley IFV/CFV 40 45
M88A2 Hercules 25 35 17
M1135 Stryker NCBRV 40 60 60
M109A6 Paladin How 35 40
M113A2 APC 30 40
M270 MLRS/ATACMS 35 40
M977 HEMTT Cargo 50 62 50
M978 HEMTT Fuel 45 62 45
M998 HMMWV 50 65
M1070 HET 40 45 25
M1078 LMTV 55 58 58
M1087 MTV 55 58 55
M1126 Stryker 40 60 60
MRAP III Buffalo 45 55
TBD M-ATV 75
Note. Use cruising speeds for on-road at zero to 10% slope, half of the cruising speed after 30%, and 2-5 mph at 60%.

07 December 2020 ATP 5-0.2-1 217

Appendix D

Table D-3. Terrain types for mechanized or armored forces

ATP 2-01.3
Streams Vegetation Typical
Terrain Slope Trunk speeds
type (%) Depth Current Width Spacing Roads/trails (unopposed)
diameter
(feet) (feet/sec) (feet) (feet) (per km) (km/hour)
(inches)
Unrestricted <30 <2 ----- <5 >20 <2 24 24
Restricted 30 to 2 to 4 <5 <AVLB <20 2 to 6 12 16 (8 at
45 length night)
Severely >45 >4 >5 >AVLB <20 >6 0<2 1 (.4 at night)
restricted length
AVLB armored vehicle-launched bridge

Table D-4. Factors of foot marches for typical dismounted units

ATP 2-01.3
Basic data table, foot marches
Rate of march* Normal march Forced march
Terrain Visibility
(km/hr) (8 hours) (km) (12 hours)(km)
Day 4 32 48
Roads
Night 3 24 36
Day 2 16 24
Cross-country
Night 1 8 12
*Computed on a 50-minute hour, allowing for a 10-minute halt each hour.
Length of column*, factor table, foot marches
Formation** 2 meters person distance 5 meter/person distance
Single file 2.4 5.4
Column of twos 1.2 2.7
*To determine the length of a column occupied by a dismounted unit, multiply the estimated or known number of
personnel by the applicable factor.
**Foot marches vary with the tactical situation; normal formation is a column of twos with a file on either side of the
road and staggered, much like U.S. forces. However, columns of threes and fours may be employed where conditions
permit.
Pass time factors*, foot marches
Rate (km/hr) Factor
4 0.015
3 0.018
2 0.020
1 0.023
*To determine the pass time in minutes for a dismounted unit, multiply the length of the column by the appropriate
factor for the estimated or known rate of march.

218 ATP 5-0.2-1 07 December 2020

 Movement and Maneuver Planning Factors

Table D-5. Brigade and below opposed rates of advance (km/hr)

Degree of resistance Prepared defense2 Hasty defense or delay3
Unrestricted Restricted Severely Unrestricted Restricted Severely
terrain terrain restricted terrain terrain restricted

Dismounted

Dismounted

Dismounted

Dismounted

Dismounted

Dismounted
Attacker:defender

Mounted

Mounted

Mounted

Mounted

Mounted

Mounted
ratio1

Intense Resistance
.6 .5 .5 .3 .15 .1 1.0 .8 .8 .5 .4 .2
1:14
Very heavy 2:14 .9 .6 .6 .4 .3 .2 1.5 1.0 1.0 .7 .6 .3
Heavy 3:15 1.2 .7 .75 .5 .5 .3 2.0 1.2 1.3 .9 .8 .5
Medium 4:1 1.4 .8 1.0 .6 .5 .5 2.4 1.4 1.75 1.1 .9 .8
Light 5:1 1.5 .9 1.1 .7 .6 .5 2.6 1.6 2.0 1.2 1.0 .9
Negligible 6:16 1.7+ 1.0+ 1.3+ .8+ .6+ .6+ 3.0+ 1.7+ 2.3+ 1.3+ 1.1+ 1.0
1
The Relative Combat Power ratio must be computed for the unit under consideration. Rates are reduced by 12 at night.
2
Prepared Defense is based on defender in positions prepared for a minimum of 24 hours.
3
Hasty Defense is based on defender in positions prepared for less than 24 hours.
4
Units cannot sustain these rates for 24 hours.
5
Sustained rates of advance are not possible without a ratio of 3:1, except in very rare instances usually involving complete
surprise.
6
Rates of advance greater than 6:1 ratio are between this row and unopposed rates.
The following are the factors for tactical surprise:
–Complete Surprise rate from table above x5 (example: 1989 OPN Just Cause, 1973 Yom Kippur).
–Substantial Surprise rate from table above x3 (example: 1991 OPN Desert Storm, 1967 Israeli attack in Sinai).
–Minor Surprise rate from table above x1.3 (example: 1944 OPN Overlord).
–Effects of surprise reduce by 13 on day 2, by 23 on day 3 and do not apply on day 4.

07 December 2020 ATP 5-0.2-1 219

Appendix D

Table D-6. Division opposed rates of advance (km/day)

Numbers, Predictions & War, Dupuy, T.N., 1979
Degree of resistance Prepared defense2 Hasty defense or delay3
Unrestricted Restricted Severely Unrestricte Restricted Severely
terrain terrain restricted d terrain terrain restricted

Dismounted

Dismounted

Dismounted

Dismounted

Dismounted

Dismounted
Mounted

Mounted

Mounted

Mounted

Mounted

Mounted
Attacker : defender ratio1

Intense Resistance 1:14 2 2 1 1 .6 .6 4 4 2 2 1.2 1.2

1.5- 10-
Very heavy 2:1 4
5-6 4 2-3 2 1.2 8 5-6 4 31-3.6 2.4
1.8 12
1.2- 13- 3.9-
Heavy 3:15 7-8 5 3-4 2.5 1.5 10 8 5 3
2.3 16 14.8
16-
Medium 4:1 8-10 6 4-5 2.3-3 2.7 1.8 12 10 6 4.8-6 3.6
20
30-
Light 5:1 16-20 10 8-10 4.8-6 5.4 3 18 20 9 9-12 5.4
40
12- 48-
Negligible 6:16 24-30 12 7.2-9 8.1 3.6 24 30 12 14.4-18 7.2
15 60
Notes.
1
Rates are reduced by 12 at night.
2
The relative combat power ratio must be computed for the unit under consideration.
3
Prepared defense is based on defender prepared positions for a minimum of 24 hours.
4
Hasty defense is based on defender preparing positions for less than 24 hours. Two numbers indicate hasty
defense/delay factors
5
Sustained rates of advance are not possible without a ratio of 3:1, except in very rare instances usually involving
complete surprise.
6
Rates of advance greater than 6:1 ratio are between this row and unopposed rates.
The following are the factors for tactical surprise:
–Complete surprise rate from table above x5 (example: 1989 OPN Just Cause, 1973 Yom Kippur).
–Substantial surprise rate from table above x3 (example: 1991 OPN Desert Storm, 1967 Israeli attack in Sinai).
–Minor surprise rate from table above x1.3 (example: 1944 OPN Overlord).
–Effects of surprise reduce by 13 on day 2, by 23 on day 3 and do not apply on day 4.

D-2. Tables D-7 and D-8 are useful in determining the amount of time required for a given march unit to
pass a given point. For example, if a convoy has 20 vehicles traveling at 24 km/hr with an interval of 50
meters, the time needed is 3 minutes, 20 seconds. If a convoy has 26 vehicles, using the same parameters
(24 km/hr and 50 meter interval), simply add the time needed for 6 vehicles (1 minute) to the required time
for 20 vehicles (3 minutes, 20 seconds) for a total time of 4 minutes, 20 seconds.

220 ATP 5-0.2-1 07 December 2020

 Movement and Maneuver Planning Factors

Table D-7. Pass time table (single march unit)

Pass Time (minutes and seconds)
# of 16 kmh / 10 mph 24 kmh / 15 mph 32 kmh / 20 mph
# of
vehicles
in
Interval—meters Interval—meters Interval—meters vehicles
25 50 75 100 25 50 75 100 25 50 75 100 in march
march
unit
unit 30
30 15 12 10 15 12 10 30 15 12 10
VP
VPK VPK VPK VPK VPK VPK VPK VPK VPK VPK VPK
K
1 :08 :15 :19 :23 :05 :11 :13 :15 :04 :08 :10 :12 1
2 :15 :30 :38 :45 :11 :20 :26 :30 :08 :15 :19 :23 2
3 :23 :45 :57 1:08 :15 :30 :38 :45 :12 :23 :29 :34 3
4 :30 1:00 1:15 1:30 :20 :41 :50 1:00 :15 :30 :38 :45 4
5 :38 1:15 1:34 1:53 :26 :50 1:03 1:15 :19 :38 :47 :57 5
6 :45 1:30 1:53 2:15 :30 1:00 1:15 1:30 :23 :45 :57 1:08 6
7 :53 1:45 2:12 2:38 :35 1:11 1:28 1:45 :26 :53 1:06 1:19 7
8 1:00 2:00 2:30 3:00 :41 1:20 1:41 2:00 :30 1:00 1:15 1:30 8
9 1:08 2:15 2:49 3:23 :45 1:30 1:53 2:15 :34 1:08 1:25 1:42 9
10 1:15 2:30 3:08 3:45 :50 1:41 2:05 2:30 :38 1:15 1:35 1:53 10
15 1:53 3:45 4:41 5:38 1:15 2:30 3:08 3:45 :57 1:53 2:21 2:49 15
20 2:30 5:00 6:15 7:30 1:41 3:20 4:11 5:00 1:15 2:30 3:08 3:45 20
25 3:08 6:15 7:49 9:23 2:05 4:11 5:13 6:15 1:34 3:06 3:55 4:42 25
30 3:45 7:30 9:23 11:15 2:30 5:00 6:15 7:30 1:53 3:45 4:42 5:38 30
40 5:00 10:00 12:30 15:00 3:20 6:41 8:20 10:00 2:30 5:00 6:15 7:30 40
50 6:15 12:30 15:38 18:45 4:11 8:20 10:26 12:30 3:08 6:15 7:49 9:23 50

Pass time (minutes and seconds)

# of 40 kmh / 25 mph 48 kmh / 30 mph 56 kmh / 35 mph
# of
vehicles
in
Interval—meters Interval—meters Interval—meters vehicles
25 50 75 100 25 50 75 100 25 50 75 100 in march
march
unit
unit 30
30 15 12 10 15 12 10 30 15 12 10
VP
VPK VPK VPK VPK VPK VPK VPK VPK VPK VPK VPK
K
1 :04 :08 :08 :09 :03 :05 :06 :08 :03 :05 :06 :06 1
2 :08 :15 :15 :18 :05 :11 :13 :15 :05 :09 :11 :13 2
3 :11 :22 :23 :27 :08 :15 :19 :23 :07 :13 :17 :20 3
4 :15 :29 :30 :36 :11 :20 :26 :30 :09 :18 :22 :26 4
5 :18 :36 :38 :45 :13 :26 :32 :38 :11 :22 :27 :33 5
6 :22 :44 :45 :54 :15 :30 :38 :45 :13 :26 :33 :39 6
7 :26 :51 :53 1:03 :18 :35 :44 :53 :15 :30 :38 :45 7
8 :29 :58 1:00 1:12 :20 :41 :50 1:00 :18 :35 :41 :52 8
9 :33 1:05 1:08 1:21 :23 :45 :57 1:08 :20 :39 :48 :58 9
10 :36 1:12 1:15 1:30 :26 :50 1:03 1:15 :22 :43 :54 1:05 10
15 :54 1:48 1:53 2:15 :38 1:15 1:34 1:53 :33 1:05 1:21 1:36 15
20 1:12 2:24 2:30 3:00 :50 1:41 2:05 2:30 :43 1:26 1:48 2:09 20
25 1:30 3:00 3:08 3:45 1:03 2:05 2:36 3:08 :54 1:48 2:14 2:41 25
30 1:48 3:36 3:45 4:30 1:15 2:30 3:08 3:45 1:05 2:09 2:41 3:13 30
40 2:24 4:48 5:00 6:00 1:41 3:20 4:11 5:00 1:26 2:52 3:35 4:18 40
50 3:00 6:00 6:15 7:30 2:05 4:11 5:13 6:15 1:48 3:35 4:28 5:22 50
Extra time allowance (EXTAL) Table (single march unit)
0– 13- 38- 63- 88- 113- 138- 163- 188- 213- 238-
# of vehicles in march unit
12 37 62 87 112 137 162 187 212 237 262
EXTAL in minutes 0 1 2 3 4 5 6 7 8 9 10
* VPK vehicles per kilometer

07 December 2020 ATP 5-0.2-1 221

Appendix D

Table D-8. Time required for a march unit to pass a single point
1 MU 25 5 MU 125 6 MU 150 7 MU 175 8 MU 200
VPK Interval 4 vehicles
vehicles vehicles Vehicles vehicles Vehicles
40 15 m 85 m 925 m 4.6 km 5.6 km 6.5 km 7.4 km
20 40 m 160 m 1.6 km 7.8 km 9.3 km 10.6 km 12.4 km
18 50 m 190 m 1.8 km 9.0 km 10.8 km 12.6 km 14.4 km
10 100 m 340 m 3.0 km 15.3 km 18.3 km 21.6 km 24.4 km
5 200 m 640 m 5.6 km 27.8 km 33.3 km 38.9 km 44.4 km
Assumes one route, 10 m length per vehicle, one 200 m gap per movement unit (MU) and 25 vehicles per MU
VPK vehicles per kilometer

Table D-9. Movement rates

Distance
/ 1 2 3 4 5 10 20 30 40 50 60
Rate of km km km km km km km km km km km
March
60 km/hr 1 2 3 4 5 10 20 30 40 50 60
50 km/hr 1.2 2.4 3.6 4.8 6 12 24 36 48 60 72
40 km/hr 1.5 3 4.5 6 7.5 15 30 45 60 75 90
30 km/hr 2 4 6 8 10 20 40 60 80 100 120
25 km/hr 2.4 4.8 7.2 9.6 12 24 48 72 96 120 144
20 km/hr 3 6 9 12 15 30 60 90 120 150 180
15 km/hr 4 8 12 16 20 40 80 120 160 200 240
10 km/hr 6 12 18 24 30 60 120 180 240 300 360
5 km/hr 12 24 36 48 60 120 240 360 480 600 720
Movement rate is in minutes.

Table D-10. Movement conversion rates

Kilometers per Meters per
Miles per hour Knots Feet per second
hour minute
60 1,000 38 33 55
50 830 31 27 46
40 666 25 21 36
30 500 19 16 28
25 416 16 13 23
20 333 13 11 18
15 250 9 8 14
10 164 6 5 9
5 83 3 3 5
1 16 0.6 0.5 1

222 ATP 5-0.2-1 07 December 2020

 Movement and Maneuver Planning Factors

Obstacle A B C D E F G H I J K
Height Width Max Depression
Water Ground Max Max Max Max Ground
Country and to to Gap to and
Fording Clearance Step Tile Gradient Strattle Pressure
vehicle Clear clear Travers Elevation
(m) (m) (m) (m) (%) (%) (pbi)
(m) (m) e (m) (degrees)
U.S. M1 1.22 2.89 3.6 2.74 0.48 1.24 40 60 2.14 13.4 -10+20
+30-20
(TOW)
U.S. M2/M3 2.92 3.04 2.54 0.45 0.91 40 60 1.87 11.8
+60-10
(25mm)
63 psi -20+60
U.S. Stryker 1.35 3.2 2.87 1.98 0.53 0.60 30 60 2.94
(soil) RWS
-11.45
U.S. Paladin 1.07 3.63 3.3 1.83 0.45 0.60 0.53 60 2.38 13.6
+76.37
U.K. Centurion 1.2 2.96 3.4 3.35 0.51 0.9 30 60 2.19 13.3 -10+20
U.K. Chieftain 1.07 2.9 3.66 3.15 0.51 0.91 30 60 2.44 11 -10+20
GER Leopard 2 2.25 2.93 3.71 3 0.48 1.15 30 60 2.15 12.2 -9+20
FRA AMX-30 2 2.86 3.1 2.9 0.45 0.93 30 60 1.96 10.9 -8+20

Figure D-1. Friendly vehicle movement planning factors

AIRCRAFT
D-3. Material in this section is derived from ATP 3-01.81, FM 3-04, and GTA 55-07-003. Tables D-11
through D-16 on pages 224–226 show selected aircraft characteristics, fuel consumption, loads, and
airspeed conversions. Table D-17 on page 226 describes types of unmanned aerial systems. Table D-18 on
page 227 shows planning factors for assembly areas.

07 December 2020 ATP 5-0.2-1 223

Appendix D

Table D-11. Helicopter characteristics

FM 3-04
Speed Range (R)
Type Armament Remarks (Note 1)
(KIAS) Endurance (E)
22k lbs max up to 9k lbs external
cargo or 11x combat equipped
troops (16x if seats are removed) or
(internal fuel only)
156 VOLCANO system (takes 8 hours to
UH-60: 2x M240H R: 225 km
(max) install, limits crew to two pilots and
VOLCANO scatterable mine E: 2 hours (w/
UH-60 L/M 120 max one operator and limits speed to 80
delivery system (no guns can aux tanks: 4
with sling- kts when scattering mines). MC
be carried with Volcano) hours)
load Node provides 6x FM, 1x HF, 2x
VHF, 2x UHF radios
Fuel: 362-gal
Crew = 2-4 (2 pilots, crew chief,
(internal); two
gunner)
aux. tanks (200
22k lbs max up to 9k lbs external
gal ea) burns
cargo; 600 lbs rescue hoist; can
HH-60 L 120-145 HH-60: unarmed air 178-gal/hr
carry up to 6 litter or ambulatory
(MEDEVAC) (Cruise) ambulance
patients; crew = 2 pilots, crew chief
& 3 medics
(internal fuel only) 50k lbs max, 33 combat equipped
170 R: 90 km (50 nm) troops; for CASEVAC may carry 24
(max) w/ 16k lbs, litter + 1 ambulatory, or 31
120 max or 180 km (120 ambulatory patients; max sling load:
CH-47 D/F 3x M240H 7.62-mm MG – 2x
with sling- nm) w/ 33 troops. 26k lbs
door guns, 1x rear ramp gun
load E: 2 hours (514- Crew = 3-6 (two pilots, flight
145 gal per hour); engineer, crew chief, two gunners)
(cruise) carries 1,030-gal With auxiliary tanks can ferry up to
total 1,056 nm
1x 30-mm M230E1 chain Laser designates tank size target up
gun; max eff. range = 1.5 to to 6,000 meters. Fire control radar
1.7km standard ammo load can detect, classify, and prioritize
is 1,200 rounds. If the 100- targets w/o line of sight or in limited
gal auxiliary internal tank is visibility for Hellfire engagements.
R: 120 km
used it falls to 300 rds (or to Identifies and prioritizes radar
(normal fuel only)
100 rds if the 130-gal emitters. Keeping these systems
E: 2 hours
auxiliary tank is used) operational requires a very high
140 (standard); Burns
4x universal pylons (two per maintenance effort.
(max) 175-gal/hour;
wing); each can carry 4x Ordnance carried will not normally
AH-64 D/E standard fuel load
AGM-114 “Hellfire” missiles exceed 2,500lbs;
110 = 370 gal; may
(range = 8km) or one LAU- Crew = 2 (pilot, co-pilot/ gunner)
(cruise) carry an internal
6168 “Hydra” rocket
auxiliary fuel tank
launchers or a 230-gal fuel
with either 100 or
tank (ferry missions only);
130-gal capacity
also has wingtip pylons for
FIM-32 “Stinger” air-to-air
missiles (range; 200m to
4.5km) or AIM-9
“Sidewinder” AAM
KIAS: Knots-Indicated Air Speed
Note 1. Combat range endurance varies with temperature, humidity, wind, aircraft configuration, and mission
requirements. See environmental considerations. Specific performance must be calculated for every mission.

Table D-12. Rotary wing fuel consumption

Fuel LOG planning
Aircraft Fuel capacity Endurance
consumption rate
UH/HH-60 L/M w/ ERFS 760 gal 1206 lbs/hr 180 gph 4+00 hrs
UH/HH-60M 360 gal 1086 lbs/hr 162 gph 2+00 hrs
CH-47F 1028 gal 2560 lbs/hr 382 gph 2+20 hrs
AH-64E 475 gal 1072 lbs/hr 160 gph 2+40 hrs
ERFS extended external range fuel system

224 ATP 5-0.2-1 07 December 2020

 Movement and Maneuver Planning Factors

Table D-13. Aircraft configuration load

UH-60L UH-60M CH-47F
Aircraft
Seats out Seats In Seats out Seats In Seats out Seats In
With rucksacks
16 11 16 11 45* 30
(360 lbs)
W/o rucksacks
20 11 20 11 60 30
(360 lbs)
* CH-47 ACL *45 “Seats Out” reflects equipment being loaded on the back ramp

Table D-14. Airspeed conversion chart

Knots Km/hour Km/min Knots Km/hour Km/min Knots Km/hour Km/min
1 1.85 0.03 9 16.57 0.28 80 148.16 2.47
2 3.70 0.06 10 18.52 0.31 90 166.68 2.78
3 5.56 0.09 20 37.04 0.62 100 185.20 3.09
4 7.41 0.12 30 55.56 0.93 110 203.72 3.40
5 9.26 0.15 40 74.08 1.24 120 222.24 3.70
6 11.10 0.19 50 92.60 1.54 130 240.76 4.02
7 12.96 0.22 60 111.12 1.85 140 259.28 4.32
8 14.82 0.25 70 129.64 2.16 150 277.80 4.63

Table D-15. Common load weights

Equipment GVW (kg)
TOW HMMWV 9,000
M1114 (Up-armored HMMWV) 12,100
M1151 (Up-armored gun truck) 11,500
M1165 (Up-armored C2 HMMWV) 12,100
M1167 (TOW HMMWV) 13,100
M998 Unarmored HMMWV 7,535
A22 Cargo bag 3,500
500-gallon fuel blivet of JP8 3,750
200-gallon water blivet 2,125
M119A3 Howitzer w/3 personnel 4,900
M777 Howitzer 9,300
Water buffalo (400 gallons) 6,320
120-mm M998 9,000

07 December 2020 ATP 5-0.2-1 225

Appendix D

Table D-16. Aircraft characteristics

Aircraft Allowable cabin load 1 Maximum troop Cargo compartment Overall
seats over water dimensions by length width height
C-130 25,000 lbs 74 624” / 123” 108”
C-5A/B 130,000 lbs 73 1,733”/ 228” 162”
C-17 135,000 lbs 102 1,075”/ 216” 148”2
KC-10 80,000 lbs 69 1508” / 218” 162” 3 / 108”
1
Peace time/ contingency planning factors
2
Foreword/under wing box
3
Aft wing box

Table D-17. Unmanned aerial systems types and descriptions

ATP 3-01.81
Category Description Notes Examples
Weighs 20 lbs or less and These systems are generally hand
normally operates below launched including hobby type UAS.
Group 1:
1,200 ft above ground level They offer real time video and
micro/mini RQ-11 Raven
(AGL) at speeds less than control, and have small payload
UAS
100 knots capabilities. Operated within line of
sight of the user
Group 2: Weighs 21-55 lbs and Small airframes and low radar cross
normally operates below sections provide medium range and
small Scan Eagle
3,500 ft AGL at speeds less endurance. Requires line of sight to
tactical than 250 knots the ground control station.
Weighs more than 55 lbs, but Range and endurance varies
less than 1,320 lbs, and significantly among platforms.
Group 3: normally operates below Requires a larger logistics footprint
RQ-7B Shadow
tactical 18,000 ft mean sea level than Groups 1 and 2
(MSL) at speeds less than
250 knots
Weighs more than 1,320 lbs Relatively large systems operated at
and normally operates below medium to high altitudes. This group MQ-1C Gray
Group 4: Eagle
18,000 ft MSL at any speed has extended range and endurance
persistent
capabilities (may require runway for MQ-1A/B Predator
launch and recovery)
Weighs more than 1,320 lbs Operates at medium to high altitudes
and normally operates higher having the greatest range, RQ-4 Global Hawk
Group 5:
than 18,000 ft MSL at any endurance, and airspeed. Requires
penetrating MQ-9 Reaper
speed large logistical footprint similar to
that of manned aircraft

226 ATP 5-0.2-1 07 December 2020

 Movement and Maneuver Planning Factors

Table D-18. Planning factors for assembly areas

Unit Unrestricted (km2) Restricted Severely restricted (km2)
(km2)
ABCT 17 34 67.5
CAB 2.5 5.25 10.25
CAV SQDN 1.75 3.5 7.75
Fires Battalion 2.25 4 8.25
BSB 3.25 6.5 12.75
BEB 2.25 4.25 8
IBCT 12 24.5 49
IN Battalion 1.5 3.25 6.5
CAV SQDN 1.5 3 6.25
Fires Battalion 1.5 3.25 6.5
BSB 3 5.5 10.75
BEB 1.5 3 6
SBCT 11.75 22.5 45.25
Stryker IN BN 2.5 5.25 10.25
Stryker CAV SQDN 1.75 3.5 7.75
Fires Battalion 2.25 4 8.25
BSB 4.75 9.25 18.5
Stryker BEB 1.75 3 6
Combat AVN BDE 14 23.75 51
Fires Brigade 6.75 12.5 24.75
DIV HQ 1 2.75 5
Corps HQ 1.25 2.25 4.5
Notes.
Assumes standard 100-m interval between most vehicles.
Small to no interval for CP vehicles.
Less than 100-m interval for dismounted forces.
More than 100-m interval for logistic and aviation units.

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 Appendix E
Intelligence Planning Factors

This appendix presents data, civil considerations, and other factors to assist in
conducting intelligence preparation of the battlefield.

INTELLIGENCE DATA AND FACTORS

E-1. Tables E-1 through E-6 on pages 229–231 present various data and factors for intelligence planning.

Table E-1. Maximum distance between and typical widths of mobility corridors
ATP 2-01.3
Maximum distance between mobility corridors
Avenue of approach Cross-country mobility Approximate distance
corridor classification between terrain features
Division Brigade/Regiment 10 kilometers
Brigade/Regiment Battalion 6 kilometers
Battalion Company 2 kilometers
Typical widths of mobility corridors
Unit Width
Division 6 kilometers
Brigade/Regiment 3 kilometers
Battalion 1.5 kilometers
Company 500 meters

Table E-2. Unopposed movement planning speeds for opposition forces

ATP 2-01.3
Day:
Maximum speed = 30 km/hr Average speed off road = 20 km/hr
Night:
Maximum speed = 20 km/hr Average speed off road = 10 km/hr
Aircraft movement speeds:
Rotary-wing flight speed = 150 km/hr Fixed-wing = 500 knots
Dismounted movement speeds:
Dismounted rate = 3 km/hr

07 December 2020 ATP 5-0.2-1 229

Appendix E

Table E-3. Threat reaction and march times

ATP 2-01.3
Reaction times to mounting an attack March column assembly times
Unit Reaction time Planning time Unit Minutes
Motorized rifle company 5
Division 2 to 4 hours 1 to 3 hours
Motorized rifle battalion 10 to 15
30 minutes to 2.5 Artillery battalion 15 to 20
Regiment 1 to 3 hours
hours Artillery regiment 40 to 50
Motorized rifle regiment 60 to 120
Battalion 25 to 60 minutes 20 to 45 minutes
(reinforced)

Technique: Units should study the specific capabilities and history of the enemy they are fighting to
estimate frontages and depths. The Soviet planning factors are based on historical doctrine and are
provided as a starting point. Individual frontages can be calculated if the effective direct fire ranges of
weapon systems and the tendencies the threat follows when they employ them is understood.

Table E-4. Typical Soviet style frontages and depths for units (defense)
ATP 2-01.3
Frontage (km) Depth (km) Gaps between units
(km)
Company/Team 0.5 to 1 0.5 0.5 to 1.5
Battalion 3 to 5 2 to 5 0.5 to 2
Brigade/Regiment 10 to 15 7 to 10
Division 20 to 30 15 to 20
Note. Tanks may deploy 200 to 300 meters apart and armored personnel carriers up to 200 meters apart. Antitank
obstacles are placed so they are covered by direct fire.

Table E-5. Typical Soviet style frontages and depths for units (offense)
ATP 2-01.3
Zone of attack Main attack axis Immediate Subsequent
(km) (km) objective depth objective depth
(km) (km)
Battalion 2 to 3 1 to 2 2 to 4 8 to 15
Brigade/Regiment 8 to 15 3 to 5 8 to 15 20 to 30
Division 15 to 25 6 to 10 20 to 30 50 to 70
Army 60 to 100 35 to 45 100 to 150 250 to 350
Note. These figures vary with the terrain and the tactical situation.

230 ATP 5-0.2-1 07 December 2020

 Intelligence Planning Factors

Table E-6. Tactical deployment norms for Soviet style artillery

Multiple rocket
Distances Mortars Guns and howitzers
launchers
Between weapons 16–60 m 20–40 m 15–50 m
Between batteries N/A 500 to 1,500 m (normally about 1,000 m) 1–2 km
5–8 km (AAG)
5–8 km
From the FEBA 500–1,000 m 3–6 km (DAG)
3–8 km
1–4 km (RAG)
AAG Army artillery group DAG division artillery group RAG regimental artillery group

THREAT EQUIPMENT
E-2. Tables E-7 through E-22 on pages 231–235 describe common adversary equipment capabilities.
Variants of the equipment in these tables exist, but the equipment found in these tables is widely
proliferated and still in use.

RUSSIA
Table E-7. Russian tanks
Main Rounds Eff range
Range Speed Types of
System gun of of main Remarks
(km) (km) rounds
(mm) ammo gun (m)
wide export; limited NBC protection; AP, APDS,
reactive armor retrofitted; ATGM HE, HE-
T-55 100 43 1500 500 50
firing; active NV; laser warning FRAG,
systems on some models HEAT
wide export and use; NBC
APFSDS,
protection; auto loader; laser range
T-62 115 40 1600 450 50 HE-FRAG,
finders; armor in some countries;
HEAT
smoke dischargers
wide export; fire ATGM’s; auto
APFSDS,
loader; reactive armor; smoke
HE-FRAG,
T-72 125 40 2100 400 60 dischargers; laser range finders;
HEAT,
self-entrenching kit, weapons
ATGM
upgrade package available
APFSDS,
reactive armor; NBC protection;
HE-FRAG,
T-80 125 40 2400 385 85 self-entrenching kit; smoke
HEAT,
dischargers, CIS service
ATGM
Laser warning package, T72BM hull
APFSDS,
and turret, 125mm AT-11 laser
HE-FRAG,
T-90 125 ? 2400+ 550 60 guided weapon thermal sight; ATGM
HEAT,
jammer system; being offered for
ATGM
export

07 December 2020 ATP 5-0.2-1 231

Appendix E

Table E-8. Russian armored personnel carriers and infantry fighting vehicles
Main Eff range
Range Speed
System gun Troops of main Remarks Other weapons
(km) (km)
(mm) gun (m)
tracked; Two roof hatches; co-
BMP-2 30 7 1000 550+ 65 AT-5 (4000 m)
produced outside CIS
wheeled; BTR-60 turret; crew AT-4/5
BRDM-2 14.5 2 2000 750 100
compartment moved forward (2500/4000 m)
BTR-70 14.5 9 2000 600 80 wheeled
BTR-80 14.5 9 2000 600 80 wheeled
wheeled; BMP-2 turret on
improved BTR-70/80 style hull; AT-4/5
BTR-90 30 6 1000 ~500+ ~80+
improved jet propulsion for water (2500/4000 m)
movement

Table E-9. Russian anti-tank guided missiles

Max range Min range
System Nickname Guidance Command (m) Remarks
(m)
BMP, BMD, BRDM, HELO,
Manpack models; very wide use
AT-3 SAGGER Wire SACLOS 3000 300
and export; Chinese copy is Red
Arrow
BMP, BMD, BRDM, Manpack
AT-4 SPIGOT Wire SACLOS 2500 70 models; can be fired from AT-5
launchers
BMP, BMD, BRDM, Manpack
AT-5 SPANDREL Wire SACLOS 4000 100 models; can be fired from AT-4
launchers
HAVOC, HOKUM, HIND
AT-9 ATAKA-V Radio SACLOS 6000+
launchers
Tripod or vehicle-mounted;
AT-X-14 KORNET Laser SACLOS 5500 100 thermal viewer effective to
3500 m
SACLOS Semi-automatic command to line of sight

Table E-10. Russian artillery

Main ERBB or
Range
System gun Type RAP Remarks Types of rounds
(m)
(mm) range (m)
AP, HE, HE-FRAG, smoke,
Self-propelled; May
illumination, incendiary, flechette,
2S3 152 Howitzer 17230 20500 have 12.7 mm anti-
concrete piercing, chemical, mine,
aircraft MG
ICM, laser guided, nuclear, jammer
Self-propelled; NBC HE, HE-FRAG, concrete piercing,
2S7 203 Gun 37500 50000
overpressure chemical, ICM, nuclear
HE, HE-FRAG, HEAT, smoke,
D30 122 Howitzer 15300 21900 Wide use
illumination, incendiary, flechette
Wheeled carrier;
G6 155 Gun 30800 39000
exported
40 rounds; wide
BM-21 122 MRL 20380 30000
export and use

232 ATP 5-0.2-1 07 December 2020

 Intelligence Planning Factors

Table E-11. Russian surface to air missiles

Max Min Max
System Guidance range alt alt Associated radars Remarks
(km) (km) (km)
semi- long track, thin skin,
SA-6 24 0.05 12 Wide export, tracked
active straight flush
MANPAD, Wide export, naval adaptation,
SA-7 IR 5.5 0.01 4.5 none 2 Soldier team, helicopter and land mine
versions
SA-8 command 12 0 12.2 Land roll, pop group Limited export, naval adaptation
On BRDM chassis; widely used; being
SA-9 IR 9 0.02 5.2 Hat box, dog ear replaced by SA-13; range only radar (hat
box); early warning only (dog ear)
SA-18 laser 7 0.01 6 none MANPAD; Replacing SA-7/14/16

Table E-12. Russian antiaircraft guns

Caliber Max range ADA range Max alt Associated
System Remarks
(mm)/Type (km) (km) (km) radars
Hot shot, dog ear, SA-19; electro-optic fire
2S6 30/SAM 8 4.3 6.2
UI Surveillance control plus radar
M1939 85/gun 15.65 8.4 10.5 Fire can AP ammo; indirect role
Fire can, WHIFF,
S-60 57/gun 12 6 8.8 flap wheel, long 1 & 2 gun mountings
track; flat face
Type 63 14.5/HMG 9.5 1.4 5 None 1,2 & 4 gun mountings
SP quad 23 mm mount;
ZSU- optical and radar tracking fire
23/quad 2.5 2.5 5 Gun dish, dog ear
23-4 control; computerized
engagement; amphibious

Table E-13. Russian helicopters

Max speed Max Combat Ceiling
System Name Remarks
(kph) troops radius (km) (km)
KA-50 HOKUM 310 0 250 4 May carry AT-9
Exported; may carry rockets, gun pods,
MI-17 HIP-H 250 24 200 3.6 ATGMS, bombs, mines and lay smoke or
chemicals
Normally armed with AT-2 or AT-3; 57 mm
MI-24/25 HIND-D 335 8 300 4.48 rockets; can carry extra fuel or complete
weapons reload internally
Can lift BNP, 2S1 and many other vehicles,
MI-26 HALO 295 80+ 400 4.5
can carry more than one of some vehicles
FASCAM capability; 12.7-mm MG; 57-mm
MI-4 HOUND 210 14 250 4.5
rocket pods

NORTH KOREA (SEE ALSO RUSSIA AND CHINA)

Table E-14. North Korean tanks
Rounds Eff range
Main Range Speed Types of
System of of main Remarks
gun (km) (km) rounds
ammo gun (m)
85 light amphibious tank; AT-3 AT-3
M1985 1150 260 44
mm SAGGER (3000 m)
85 Variant of Chinese type 63 AP, HE, HE-
PT 85 1150 370 64
mm amphibious light tank FRAG

07 December 2020 ATP 5-0.2-1 233

Appendix E

Table E-15. North Korean armored personnel carriers and infantry fighting vehicles
Main gun Eff range of Range Speed Other
System Troops Remarks
(mm) main gun (m) (km) (km) weapons
M1973 2x 14.5 8 2000 500 65 AT 4 (4000 m)
Amphibious tracked
AT 3 (3000 m)
UI APC 2x 14.5 12 1200 80 transport used in place of
SA 7 (5500 m)
the BTR-60 or BRDM

Table E-16. North Korean artillery

Main
Range ERBB or RAP
System gun Type Remarks Types of rounds
(km) range (km)
(mm)
ATS-59 artillery tractor, day
M1974 152 Howitzer 20.5
and night direct fire sights
30 tubes with an onboard HE, smoke,
M1985 122 Gun 20.5
reload chemical
M1977 122 Howitzer 15.3 21.9 Self-propelled D-30
T-55 chassis, support
required by secondary vehicle
M1978 170 Gun 40 53
to transport crew and
ammunition
TAEPO Transported on a modified
Missile 2,000 HE, chemical
DONG-1 SCUD transporter

CHINA
Table E-17. Chinese tanks
Main Rounds Eff range of
Range Speed
System gun of main gun Remarks Types of rounds
(km) (km)
(mm) ammo (m)
light tank; scaled down AP, HE, HEAT,
Type 62 85 47 1150 500 60
type 59 smoke
AP, HE, HEAT,
Type 63 85 47 1150 370 64 amphibious light tank
smoke
Improved type 59, wide APFSDS, HE,
Type 69 100 34 1300 440 50
export HEAT, flechette
Type 69 refitted with
APDS, APFSDS,
NATO M68 cannon;
Type 79 105 44 ~1600 440 50 HEP/HESH, HEAT,
improved fire control and
smoke, flechette
sights
Computerized fire control
and laser ranging system;
APFSDS,
Type 80 125 44 ~1600 550 60 individual NBC system;
HEPHESH, HEAT
some may have collective
NBC protection

Table E-18. Chinese armored personnel carriers and infantry fighting vehicles
Main Eff range of
Range Speed
System gun Troops main gun Remarks
(km) (km)
(mm) (m)
Type 77 12.7 16 370 60
WZ503 73 13 800 460+ 65 Chinese BMP-1; upgraded turret
Formerly called K-63; mortar and SP gun
WZ531 12.7 13 500 65
versions; widely exported
YW307 25 7 1500+ 500 65 YW534 with bushmaster turret
YW534 none 13 500 65 resembles AMX-10 APC

234 ATP 5-0.2-1 07 December 2020

 Intelligence Planning Factors

Table E-19. Chinese anti-tank guided missile

System Nickname Guidance Command Max Min Remarks
range range
Export models; Chinese
Red Arrow 8 Wire SACLOS 3000 m 100 m
transfer of TOW technology
SACLOS Semi-automatic command to line of sight

Table E-20. Chinese artillery

ERBB or
Main gun Range
System Type RAP range Remarks Types of rounds
(mm) (km)
(km)
AP, APDS, HE, HE-
Type 56 85 Field gun 15.65 Chinese and others
FRAG, HEAT
Type 60 122 Field gun 24 Chinese copy of D74
HE, smoke,
Chinese and others; copy
Type 54-1 122 Howitzer 11.8 illumination, incendiary,
of M30
leaflet, ICM
HE, HE-FRAG,
Type 81 107 MRL 10 Jammer rockets available
incendiary, jammer
HE, smoke,
Type 83 152 Howitzer 17.23 39
illumination, ICM

Table E-21. Chinese surface-to-air missile systems

Max Min Max
Associated
System Guidance range alt alt Remarks
radars
(km) (km) (km)
Chinese improvement of SA-7; available in
HN-5 IR 4.4 0.05 2.3 none MANPACK, vehicle and pedestal mounts;
exported
IRTV
HQ-7 12 0.02 5.5 none Chinese used in shelter and towed versions
command
QW-1 IR 5 0.03 4 none Resembles SA-18

Table E-22. Chinese antiaircraft guns

Caliber Max range ADA range Max alt Associated
System Remarks
(mm)/Type (km) (km) (km) radars
Type 56 85/HMG 15.65 8.4 10.5 Fire can AP ammo; indirect role
Type 74 Twin 37/gun 9.5 3.5 6.7 none Chinese copy of M1939
Type 75 14.5/HMG 9.5 1.4 5 none Chinese copy of ZPU
Type 80 Twin 23 7 2.5 5.1 none Chinese variant of ZSU-23-2
Type 85 Twin 23 mm 5 3.2 none Chinese variant of ZU-23

IRAN (SEE ALSO RUSSIAN EQUIPMENT)

E-3. Iran uses primarily Russian equipment.

CIVIL CONSIDERATIONS
E-4. Civil considerations (areas, structures, capabilities, organization, people, and events—ASCOPE)
encompass the constructed infrastructure, civilian institutions, and the attitudes and activities of civilian
leaders, populations, and organizations within an area of operations (AO) and how these elements influence
military operations. Civil considerations assist commanders in understanding the social, political, and
cultural variables within an AO and their effects on the mission. Tactical Army staffs use ASCOPE to
analyze civil considerations that are essential to developing of effective plans for operations. Table E-23 on
pages 236–238 presents one method of cross-walking civil considerations (including examples for each

07 December 2020 ATP 5-0.2-1 235

Appendix E

ASCOPE characteristic) with the operational variables (political, military, economic, social, information,
infrastructure, physical environment, and time—PMESII-PT).

Table E-23. Crosswalk of ASCOPE with PMESII-PT example

ATP 2-01.3
Areas Structures Capabilities Organizations People Events
Enclaves Courts (court Public administration: Banks United Nations Elections
Municipalities house, mobile Civil authority, Business representatives Council
courts) practices, and rights organizations Political leaders meetings
Provinces
Government Political system, Cooperatives Governors Speeches
Districts centers stability, traditions Economic Councils (significant)
Political districts Provincial/ district Standards and nongovernment Elders Security and
Voting centers effectiveness organizations military
Party affiliation Meeting halls Community training
Executive and Guilds leaders
areas Polling sites Legislative: sessions
Labor unions Paramilitary
Shadow Administration Significant
government Major illicit members trials
influence areas Policies industries Judges Political
Powers Large Prosecutors Motivation
landholders
Political

Organization Treaties
Judicial/legal: Volunteer groups
Will
Administration
Capacity
Policies
Civil and criminal
codes
Powers
Organization
Law enforcement
Dispute resolution,
grievances
Local leadership
Degrees of legitimacy
Areas of Bases Doctrine Host-nation Key leaders Combat
influence Headquarters Organization forces present Multinational, Historical
Areas of (police) Training Insurgent groups insurgent, Noncombat
interest Known leader present and military
Materiel networks Kinetic events
Areas of houses/
operations Leadership Multinational Unit reliefs
businesses
Safe havens or Personnel manpower forces present Loss of
sanctuaries Facilities Paramilitary leadership
Military

Multinational/ History organizations

local nation Nature of civil-military Fraternal
bases relationships organizations
Historic data on Resource constraints Civic
operations by organizations
Local security forces
the opposition
Quick-reaction forces
Insurgent strength
Enemy recruiting

236 ATP 5-0.2-1 07 December 2020

 Intelligence Planning Factors

Table E-23. Crosswalk of ASCOPE with PMESII-PT example (continued)

ATP 2-01.3
Areas Structures Capabilities Organizations People Events
Commercial Banking Fiscal: access to Banks Bankers Drought,
Fishery Fuel: distribution, banks, currency, Business Employers harvest, yield,
refining, source monetary policy Can organizations Employees domestic
Forestry tolerate drought animals,
Industrial Industrial plants Cooperatives Labor livestock
Black market Energy occupations
Livestock Manufacturing Imports/Exports Economic (cattle, sheep),
dealers Mining nongovernment Consumption market cycles
External support/aid organizations patterns
Markets Warehousing Labor
Food: distributing, Guilds Unemployment migration
Economic

Mining Markets marketing, production, rate (if this events

Movement of Silos, granaries, processing, rationing, Labor unions exists)
security, storing, Major illicit Market days
goods services warehouses Job lines
transporting industries Payday
Smuggling Farms/Ranches Landholders
routes Inflation Large Business
Auto repair landholders Merchants
Market prices openings
Trade routes shops
Raw materials Volunteer groups Money lenders Loss of
Black market
areas Tariffs Black marketers business
Gang members
Smuggling
chain
Refugee camps Clubs Medical: traditional, Clan Community Celebrations
Enclaves: Jails modern Community leaders, Civil
ethnic, religious, Social networks councils and councils, and disturbance
Historical members
social, tribal, buildings/houses Academic organizations National
families or clans School councils Education holidays
Libraries Strength of tribal
Neighborhoods village traditional Familial Ethnicity/racial: Religious
Religious biases,
Boundaries of buildings structures Patriotic/service holidays and
influence dominant group, observance
Schools Judicial organizations percentages,
School districts days
Universities Religious groups role in conflict
Parks Food lines
Stadiums Tribes Key figures:
Traditional criminals, Weddings
Cemeteries
picnic areas entertainment, Birthdays
Bars and tea
Markets religious Funerals
shops
leaders,
Outdoor Social gathering Sports events
chiefs/elders
religious sites places (meeting Market days
Social

Languages
places) Family
Dialects
Restaurants gatherings
Vulnerable
History: major
populations
wars and
Displaced conflicts
persons
Sports
Influential
families
Migration
patterns
Culture:
artifacts,
behaviors,
customs,
shared
beliefs/values

07 December 2020 ATP 5-0.2-1 237

Appendix E

Table E-23. Crosswalk of ASCOPE with PMESII-PT example (continued)

ATP 2-01.3
Areas Structures Capabilities Organizations People Events
Broadcast Communications: Availability of Media groups, Decision Disruption of
coverage area lines, towers electronic media news makers services
(newspaper, (cell, radio, Local communications organizations Media Censorship
radio, television) networks Religious groups personalities
television) Religious
Internet service: Internet access Insurgent inform Media groups, observance
Information satellite, hard and influence news days
wire, cafes Intelligence services
Information

Word of mouth activity groups organizations Publishing

Cellular phone Printed material:
Gathering flyers, journals, Government Community dates
points Postal service newspapers groups leaders Inform and
Graffiti Print shops Propaganda Public relations Elders influence
Posters Telephone and advertising Heads of activity
Radio groups campaigns
Television families
Television Project
stations
Social media openings
Radio stations
Literacy rate
Word of mouth
Commercial Emergency Construction Construction Builders Scheduled
Industrial shelters Clean water companies: Road maintenance
Energy: government and contractors (road/bridge
Residential Communications contract construction)
distribution systems Local
Rural system, electrical Natural/ made
Law enforcement development
Urban lines, natural councils disasters
Road systems gas, power Fire fighting Well digging
plants Medical: basic,
Power grids Community
Medical: intensive, urgent center
Irrigation
hospitals, Sanitation construction
networks
veterinary
Maintenance of roads, School
Infrastructure

Water tables
Public buildings dams, irrigation, construction
Transportation: sewage systems
airfields, bridges, Environmental
bus stations, management
ports and
harbors,
railroads,
roadways,
subways
Waste
distribution,
storage, and
treatment: dams
and sewage
Construction
sites

OTHER PLANNING TOOLS

E-5. Table E-24 presents height of eye versus horizon range. This assists planners in determining line of
sight for various weapon systems.

238 ATP 5-0.2-1 07 December 2020

 Intelligence Planning Factors

Table E-24. Height of eye versus horizon range

ATP 2-01.3
Height Nautical Statute Height Nautical Statute Height Nautical Statute
(feet) miles miles (feet) miles miles (feet) miles miles
1 1.1 1.3 95 11.2 12.8 740 31.1 35.8
2 1.6 1.9 100 11.4 13.2 760 31.5 36.3
3 2.0 2.3 105 11.7 13.5 780 31.9 36.8
4 2.0 2.6 110 12.0 13.8 800 32.4 37.3
5 2.6 2.9 115 12.3 14.1 820 32.8 37.7
6 2.8 3.2 120 12.5 14.4 840 33.2 38.2
7 3.0 3.5 125 12.8 14.7 860 33.5 38.6
8 3.2 3.4 130 13.0 15.0 880 33.9 39.1
9 3.4 4.0 135 13.3 15.3 900 34.3 39.5
10 3.6 4.2 140 13.6 15.6 920 34.7 39.9
11 3.8 4.4 145 13.8 15.9 940 35.1 40.4
12 4.0 4.6 150 14.0 16.1 960 35.4 40.8
13 4.1 4.7 160 14.5 16.7 980 35.8 41.8
14 4.9 4.9 170 14.9 17.2 1000 36.2 42.8
15 5.1 5.1 180 15.3 17.7 1100 37.9 43.7
16 4.6 5.3 190 15.8 18.2 1200 39.6 45.6
17 4.7 5.4 200 16.2 18.6 1300 41.2 47.8
18 4.9 5.6 210 16.6 19.1 1400 43.8 49.8
19 5.0 5.7 220 17.0 19.5 1500 44.8 52.0
20 5.1 5.9 230 17.3 20.0 1600 45.8 52.8
21 5.2 6.0 240 17.7 20.4 1700 47.2 54.8
22 5.4 6.2 250 18.1 20.8 1800 48.5 55.9
23 5.5 6.3 260 18.4 21.2 1900 49.9 57.8
24 5.6 6.5 270 18.8 21.6 2000 51.2 58.9
25 5.7 6.6 280 19.1 22.0 2100 52.4 60.4
26 5.8 6.7 290 19.5 22.4 2200 53.7 61.8
27 5.9 6.8 300 19.8 22.8 2300 54.9 63.2
28 6.1 7.0 310 20.1 23.2 2400 56.0 64.8
29 6.2 7.1 320 20.5 23.6 2500 57.2 65.8
30 6.3 7.2 330 20.8 23.9 2600 58.3 67.2
31 6.4 7.3 340 21.1 24.3 2700 59.4 68.4
32 6.5 7.5 350 21.4 24.6 2800 60.5 69.7
33 6.6 7.6 360 21.7 25.0 2900 61.6 70.9
34 6.7 7.7 370 22.0 25.3 3000 62.7 72.1
35 6.8 7.8 380 22.3 25.7 3100 63.7 73.3
36 6.9 7.9 390 22.6 26.0 3200 64.7 74.5
37 7.0 8.0 400 22.9 26.3 3300 65.7 75.7
38 7.1 8.1 410 23.2 26.7 3400 66.7 76.8
39 7.1 8.2 420 23.4 27.0 3500 67.7 77.8
40 7.2 8.3 430 23.7 27.3 3600 68.6 79.0
41 7.3 8.4 440 24.0 27.6 3700 69.6 80.1
42 7.4 8.5 450 24.3 27.9 3800 70.5 81.3
43 7.5 8.6 460 24.5 28.2 3900 71.4 82.3
44 7.6 8.7 470 24.8 28.6 4000 72.4 83.3
45 7.7 8.8 480 25.1 28.9 4100 73.3 84.3
46 7.8 8.9 490 25.3 29.2 4200 74.1 85.4
47 7.8 9.0 500 25.6 29.4 4300 75.0 86.4
48 7.9 9.1 520 26.1 30.0 4400 75.9 87.4
49 8.0 9.2 540 26.6 30.6 4500 76.7 88.4
50 8.1 9.3 560 27.1 31.2 4600 77.6 89.3
55 8.5 9.8 580 27.6 31.7 4700 78.4 90.3
60 8.9 10.2 600 28.0 32.3 4800 49.3 91.2
65 9.2 10.6 620 28.5 32.8 4900 80.1 92.2
70 9.6 11.0 640 28.9 33.3 5000 80.9 93.1
75 9.9 11.4 660 29.4 33.8 6000 88.6 102.0
80 10.2 11.8 680 29.8 34.3 7000 95.7 110.9
85 10.5 12.1 700 30.1 34.8 8000 102.3 117.8
90 10.9 12.5 720 30.7 35.3 9000 108.5 124.8

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 Appendix F
Fires Planning Factors

Appendix F provides tabular data for fires planning. This includes data on selected
artillery and munitions capabilities, smoke planning, illuminating factors, howitzer
distribution, radar planning, and planning times.

FIRES PLANNING DATA

F-1. Tables F-1 and F-2 on pages 241–242 provide data on the capabilities of cannon field artillery and
MLRS/HIMARS munitions. Tables F-3, F-5, and F-7 on pages 243–245 provide data on artillery smoke
planning, howitzer distribution, and radar planning. Table F-4 on page 244 and Table F-6 on page 245
provide data on artillery, mortar, and rocket illuminating factors, and artillery and mortar planning times.

Table F-1. Cannon field artillery capabilities

FM 3-09
Rates of fire
Ammunition Range (meters)
Artillery (rounds per minute)
Projectile Fuse Maximum DPICM RAP Sustained Maximum
105-mm HE, HC, WP,
11,500 with charge 7 8 every 3
M119 ILLUM, APICM, 12,100 19,500 3 for 30 minutes
14,000 with charge 8 minutes
series DPICM
18,000
or
18,000 or 22,000 28,200
155-mm
with M795 HE; M825 with 30,100 2
M109A51
smoke M864
base
bleed
4 every 3
PD, VT, 18,000 or 21,700 17,900 Zones 3-7: 1 round minutes
HE, HC, WP, MT, ET, with M795 HE; M825 or per minute; Zone
155-mm ILLUM, APICM, MTSQ, smoke; *M982 28,100 8: 1 round per
M109 DPICM, M825 delay Excalibur: Block Ia-1 with minute until limited
A5/A6 smoke, – 24,000 M864 by tube
SCATMINE Block Ia-2 – 37,000+ base temperature
Block Ib – 40,000+ bleed sensor
30,000
22,200 w/M201A1
modular charge 8S
155-mm or 22,500 with 2 in accordance
4 every 2
M777- M232, modular N/A with thermal
minutes
series charge zone 5; warning device
24,500 with M982
Excalibur Block 1-1a
Note. Excalibur not authorized for M109A5.
See appendix I, ATP 3-09.32/MCRP 3-16.6A/NTTP 3-09.2/AFTTP 3-2.6 for discussion of “danger close”
APICM antipersonnel improved conventional munitions MTSQ mechanical time superquick
DPICM dual-purpose improved conventional munitions PD point detonating
ET electronic time RAP rocket-assisted projectile
HC hexachloroethane smoke SCATMINE scatterable mines
HE high explosive VT variable time
ILLUM illumination WP white phosphorus
MT mechanical time

07 December 2020 ATP 5-0.2-1 241

Appendix F

Table F-2. MLRS/HIMARS munitions capabilities

FM 3-09
Munition Variant Payload Accuracy Range Target type
(km)
Personnel, light armor,
M26 644x M77 DPICM 10-32 soft vehicles, area
targets
Unguided
Rockets Personnel, light armor,
10+mils
M26A2 soft vehicles, area
518x PI M77 DPICM 13-45
ER-MLRS targets, point targets
(M31 only)
M30 404x PI M77 DPICM
GPS circular
51.5 lbs of PBXN-109; Personnel, light armor,
Guided error probable 5 15-
VT, PD, or delay fuse; soft vehicles
rockets M31 meters; inertial 84+
nominal or vertical angle (stationary)
0.6 mils
of fall
Block 1 950x M74 APAM 25-
M39 bomblets 165+* Personnel, light armor,
soft vehicles
Block 1A 300x M74 APAM 70- (stationary)
M39A1 bomblets 300+*
Quick
ATACMS 215x lbs of DESTEX; Classified
reaction 70- Block 1-1A targets
PD fuse; vertical angle
unitary 270+* when duds / collateral
of fall
M48/M57 damage are precluded,
Single unitary warhead fixed infrastructure sites
ATACMS 70- (buildings for example)
with multi-function fuse-
Unitary 300+*
proximity, PD or delay
Notes. Default rates of fire are 5 seconds between rockets and 15 seconds between missiles. All munitions may be
fired from both the M142 HIMARS and the M20A1 MLRS.
*GMLRS and ATACMS minimum and maximum ranges are dependent on local conditions, specifically firing unit
elevation. Both munitions reliably achieve the above listed ranges which can be used as planning factors.
APAM antipersonnel, anti-materiel HE high explosive
ATACMS Army tactical missile system MLRS multiple launch rocket system
DESTEX high explosive (type) PBXN-109 explosive, plastic-bonded, cast 109
DPICM dual-purpose improved conventional PD point detonating
munitions
ER-MLRS extended-range multiple launch rocket PI product improved
system
GMLRS guided multiple launch rocket system VT variable time
HIMARS high mobility artillery rocket system

242 ATP 5-0.2-1 07 December 2020

 Fires Planning Factors

Table F-3. Artillery smoke planning data

ATP 3-09.42
Average obscuration length
Time to build Average (meters per round)
Delivery
Round type effective smoke burning time
system Wind direction
(minutes) (minutes)
Cross Head or Tail
WP 0.5 1 – 1.5 150 50
155 mm HC 1 – 1.5 4 350 75
WP(M825) 0.5 5 – 10 350 100 - 200
WP 0.5 1 – 1.5 75 50
105 mm
HC 1 – 1.5 3 250 50
120 mm WP 0.5 2.5 100 60
WP 0.5 1 100 40
81 mm
RP 0.5 2.5 100 40
60 mm WP 0.5 1 75 40
Note. All rounds are fired as standard missions with parallel sheafs under favorable conditions
HC: hexachloroethane smoke RP: Red Phosphorous WP: White phosphorous
Quick smoke data—155-mm shell smoke
Wind Duration requested by forward observer (minutes)
Weather
speed Rate of fire 4 5 6 7 8 9 10 11 12 13 14 15
conditions
(knots) Rounds per tube
Hexachloroethane (HC)

1 rd per
IDEAL 5 2 2 3 3 4 4 5 5 6 6 7 7
2 min
1 rd per
5 2 2 3 3 4 4 5 5 6 6 7 7
2 min
1 rd per
FAVORABLE 10 2 3 4 5 6 7 8 9 10 11 12 13
1 min
1 rd per
15 3 4 6 7 9 10 12 13 15 16 18 19
40 sec
1 rd per
MARGINAL 5 3 4 6 7 9 10 12 13 15 16 18 19
40 sec
Wind Duration requested by forward observer (minutes)
Weather
speed Rate of fire 2 3 4 5 6 7 8 9 10 11 12 13 14 15
conditions
(knots)
White phosphorous (WP)

Rounds per tube

1 rd per
IDEAL 5 2 3 3 4 4 5 5 6 6 7 7 8 8 9
2 min
1 rd per
5 3 4 5 6 7 8 9 10 11 12 13 14 15 16
2 min
1 rd per
FAVORABLE 10 4 6 8 10 12 14 16 18 20 22 24 26 28 30
1 min
1 rd per
15 6 9 12 15 18 21 24 27 30 33 36 39 42 45
40 sec
MARGINAL 5 Exceeds rate of fire

07 December 2020 ATP 5-0.2-1 243

Appendix F

Table F-3. Artillery smoke planning data (continued)

ATP 3-09.42
Quick smoke data—105-mm shell smoke
Wind Duration requested by forward observer (minutes)
Weather
speed Rate of fire 3 4 5 6 7 8 9 10 11 12 13 14 15
conditions
(knots) Rounds per tube
Hexachloroethane (HC)

1 rd per
IDEAL 5 1 min 2 3 4 5 6 7 8 9 10 11 12 13 14

1 rd per
5 2 3 4 5 6 7 8 9 10 11 12 13 14
1 min
1 rd per
FAVORABLE 10 3 5 7 9 11 13 15 17 19 21 23 25 27
30 sec
1 rd per
15 4 6 9 11 14 16 19 21 24 26 29 31 34
24 sec
1 rd per
MARGINAL 5 4 7 10 13 16 19 22 25 28 31 34 37 40
20 sec
Wind Duration requested by forward observer (minutes)
Weather
speed Rate of fire 3 4 5 6 7 8 9 10 11 12 13 14 15
conditions
(knots)
White phosphorous (WP)

Rounds per tube

1 rd per
IDEAL 5 5 7 8 10 11 13 14 16 17 19 20 22 23
40 sec
1 rd per
5 6 8 10 12 14 16 18 20 22 24 26 28 30
30 sec
1 rd per
FAVORABLE 10 11 15 19 23 27 31 35 39 43 47 51 55 59
15 sec
1 rd per
15 16 22 28 34 40 46 52 58 64 70 76 82 88
10 sec
MARGINAL 5 Exceeds rate of fire

Table F-4. Artillery, mortar, and rocket illuminating factors

Height of burst Burn time Rate of fall
Weapon Type
(meters) (seconds) (m/sec)
M83A1 25
60 mm 160 6
M83A2/A3 32
70 mm (2.75”) M-257 550 120 4.5
70 mm (2.75”) M-278 (IR) 800 180 4.5
81 mm M301A3 600 60 6
M314A2
105 mm 750 60-65 12
M314A3
120 mm M930 500 50 5
M118 750 60 10
155 mm
M485-series 600 120 5

244 ATP 5-0.2-1 07 December 2020

 Fires Planning Factors

Table F-5. Artillery howitzer distribution

ATP 3-09.42
Brigade
Indirect fire weapons Quantities Unit distribution
combat team
ABCT 155-mm howitzers (M109) 18 3x batteries of 6x Cannons
SBCT 155-mm howitzers (M777) 18 3x batteries of 6x Cannons
3x batteries of 6x Cannons
105-mm howitzers (M119)
IBCT and 155-mm howitzers 6, 12, 18 Select airborne units are 2x6 (1x 105mm
(M777) battery, 1x 155-mm battery) or 1x battery
of 105-mm howitzers

Table F-6. Artillery and mortar planning time factors

Activities 120-mm 105-mm 155-mm
60-mm mortar 81-mm mortar
(in min:sec) mortar howitzer howitzer
Occupation 1:30 4:30 6:00 8:00
Hipshoot 2:00 2:00 11:00 11:00
BN/PLT FFE 1:00 1:00 1:35 1:35
Primary Target :30 :30 :25 :25
Immediate
:30 :30 :40 :40
Suppression
Immediate
:30 :30 :40 :40
Smoke
Quick Smoke NA :30 5:25 5:25
Low adjust NA NA 4:35 4:35
High adjust 3:00 3:00 5:45 5:45
Copperhead NA NA NA 2:30
FASCAM NA NA NA 15+
FPF :30 :30 :25 :25

Table F-7. Artillery radar planning data

ATP 3-09.12
Search Planning range Planning range Planning range
Asset Sector detection mortar detection detection Rocket Min range (m)
(degrees) (km) Artillery (km) (km)
Q-36 90 18 14.5 24 750
Q-37 90 30 30 50 3000
Q-50
360 10 10 10 500
(LCMR)
500 (90°) / 3000
20 (90°) / 15 34 (90°) / 25 50 (90°) / 20 [mortars] 5000
Q-53 90/360
(360°) (360°) (360°) [artillery &
rockets] (360°)
Notes. 1. If multiple Q-50s are operating in the same area, each system is minimum of 1000 m apart and on a different
frequency
2. 2x Q-53 operating in one of the 360 degree mode must be separated by 20 km
3. 2x Q-53 operating in one of the 90 degree modes must be separate by 5 km and facing the same general direction
with a max angle of 50 degrees
LCMR lightweight countermortar radar

07 December 2020 ATP 5-0.2-1 245

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 Appendix G
Sustainment Planning Factors

This appendix describes the principles of sustainment and sustainment planning,

execution, and logistics. It also describes associated personnel services and health
service support.

PRINCIPLES OF SUSTAINMENT
G-1. This section is derived from ADP 4-0.
G-2. The sustainment principles are essential to maintaining combat power, enabling strategic and
operational reach, and providing Army forces with endurance.
 Integration is combining all of the sustainment elements within operations assuring unity of
command and effort (ADP 4-0). Army forces integrate sustainment with joint forces and
multinational operations to maximize the complementary and reinforcing effects from each
Service and national resources.
 Anticipation is the ability to foresee events and requirements and initiate necessary actions that
most appropriately satisfy a response without waiting for operations orders or fragmentary
orders (ADP 4-0). Sustainment commanders and staffs visualize future operations, identify
required support, and start the process of acquiring the sustainment that best supports an
operation.
 Responsiveness is the ability to react to changing requirements and respond to meet the needs to
maintain support (ADP 4-0). Through responsive sustainment, commanders maintain operational
focus and pressure, set the tempo of friendly operations to prevent exhaustion, replace
ineffective units, and extend operational reach.
 Simplicity relates to processes and procedures to minimize the complexity of sustainment
(ADP 4-0). Clarity of tasks, standardized and interoperable procedures, and clearly defined
command relationships contribute to simplicity.
 Economy is providing sustainment resources in an efficient manner that enables the commander
to employ all assets to the greatest effect possible (ADP 4-0).
 Survivability is all aspects of protecting personnel, weapons, and supplies while simultaneously
deceiving the enemy (JP 3-34). Survivability is a quality or capability of military forces that
permits them to avoid or withstand hostile actions or environmental conditions while retaining
the ability to fulfill their primary mission.
 Continuity is the uninterrupted provision of sustainment across all levels of war (ADP 4-0).
Continuity is achieved through joint interdependence, linked sustainment organizations, a
strategic to tactical level distribution system, and integrated information systems.
 Improvisation is the ability to adapt sustainment operations to unexpected situations or
circumstances affecting a mission (ADP 4-0). It includes creating, arranging, or fabricating
resources to meet requirements. It may also involve changing or creating methods that adapt to
changing operational environments.
G-3. Army sustainment comprises 4 components with 16 elements, as depicted in table G-1 on page 248.

07 December 2020 ATP 5-0.2-1 247

Appendix G

Table G-1. Army sustainment elements

ADP 4-0
Financial Personnel
Health service
Logistics. management services.
support
ADP 4-0; FM 4-0 support FM 1-06 ATP 1-0.1;
(not covered) FM 4-02
ATP 1-0.2
Financial Human resources
Distribution. ATP 4-0.1 Field services. Casualty care
operations support. FM 1-0
JP 3-09; ATP 4-44;
Legal support. Medical
Transportation. FM 4-01 ATP 4-42
FM 1-04 evacuation

Operational Religious support.

Maintenance. contract support. FM 1-05
Resource (not covered)
ATP 4-10/MCRP 4- management
Supply FM 4-40; FM 4-30 11H/NTTP 4- Medical logistics
09.1/AFMAN 10- Band support. ATP
General engineering 1-19
support FM 3-34 409-O
(not covered) (not covered)
(not covered)

SUSTAINMENT PLANNING
G-4. Sustainment planning focuses on sustaining friendly forces to the degree that supported units
accomplish the desired end state. The primary product of sustainment planning is the concept of support,
which is produced in briefing and written formats. Annexes and appendices to plan orders (PLANORDs)
and operation orders (OPORDs) detail the sustainment plan.
G-5. Some of the factors considered in initial sustainment planning include—
 Information on climate, terrain, and endemic diseases in the area of operations (AO) to
determine when and what types of equipment are needed.
 Information on the availability of supplies and services. Supplies such as water and fresh food,
subsistence items, bulk petroleum, and general construction materials are the most common.
 Information on the availability of warehousing, cold storage, production and manufacturing
plants, reservoirs, administrative facilities, hospitals, housing, and sanitation capabilities.
 Information on road and rail networks, inland waterways, airfields, truck availability, bridges,
ports, cargo handlers, petroleum pipelines, materials handling equipment, traffic flow, choke
points, and control problems.
 Availability of host-nation maintenance capabilities.
 Information on available general skills such as translators and skilled and unskilled laborers.
 Agreements and contracts of host nation and partner nation available to the sustainment unit.
These often determine the levels or types of requests for forces required.
 Level of threat. This determines what protection units and measures are required. Selected initial
forces, follow on forces, and other requirements are impacted by the level of threat.
G-6. Sustainment preparation of the operational environment is the analysis to determine infrastructure,
physical environment, and resources in the operational environment that will optimize or adversely impact
friendly forces means for supporting and sustaining the commander's operations plan (ADP 4-0). In
planning and preparation phases of operations, the command and staff consider various factors to prevent
the premature culmination of operations and reduce unexpected lag or loss of sustainment capabilities due
to environmental, infrastructure, on-ground conditions, and mission variables (mission, enemy, terrain and
weather, troops and support available, time available, and civil considerations—METT-TC). Table G-2
lists some sources of information for sustainment preparation of the operational environment.

248 ATP 5-0.2-1 07 December 2020

 Sustainment Planning Factors

Table G-2. Sources for research for sustainment preparation of the operating environment
Operational logistics Logistics cluster (LOG Air Mobility Command SkyVector aeronautical
(OPLOG) planner Cluster) maps charts
Logistics Support Activity Logistics estimation Acquisition cross-service Quick logistics estimation
(LOGSA) worksheet (LEW) agreements (ACSA) tool (QLET)
The transportation
The U.S. Transportation
Electronic transportation infrastructure archive from The World Port Source
Command's single mobility
acquisition the Transportation website
system
Engineering Agency
Country handbooks from
The Central Intelligence Army Geospatial Center CultureGrams from
the Marine Corps
Agency's World Factbook products ProQuest
Intelligence Activity
Country information
resources from the U.S. bilateral relations fact Intellipedia-U from
National Geospatial-
Combined Arms Research sheets from the Intelligence Community
Intelligence Agency maps
Library (CARL) at Ft. Department of State Enterprise Services
Leavenworth

SUSTAINMENT EXECUTION
G-7. Information in this section is derived from ATP 4-93; FM 3-96; and ATP 4-90.
G-8. Strategic and operational sustainment organizations are an integral part of delivery and reachback for
materiel, transportation services, contracting, personnel services, force flow, armament, contracting, and
other services vital to the warfighter. These organizations are found on the battlefield as low as the
battalion level coordinating and managing the delivery of sustainment services, personnel and equipment.
Table G-3 lists many of the organizations sustainment staffs rely on.

Table G-3. Sustainment enterprise partners

FM 4-0
U.S. Transportation Command U.S. Army Materiel Command
Defense Logistics Agency (DLA)
(USTRANSCOM) (USAMC)
Defense Contract Management
Air Mobility Command (AMC) U.S. Army Contracting Command
Agency (DCMA)
Defense Finance and Accounting Military Surface Deployment and
Joint Munitions Command (JMC)
Service (DFAS) Distribution Command (SDDC)
U.S. Army Finance Command
Army Sustainment Command (ASC) Military Sealift Command (MSC)
(USAFINCOM)
Human Resources Command (HRC)

ARMY SUSTAINMENT UNITS AT THEATER AND BELOW

G-9. Sustainment operations below the national level are conducted organically and through the
attachment, detachment, and coordination of sustainment providers. Some units that provide command and
control (C2), acquisition services, coordination up and down the echelons, and assets to the BCT and below
are—
 Theater sustainment command (TSC)
 Expeditionary sustainment command (ESC)
 Army field support brigade (AFSB)
 Sustainment brigade (SB)
 Division sustainment brigade (DSB)
 Army field support battalion (AFSBN)
 Combat sustainment support battalion (CSSB)
 Division sustainment support battalion (DSSB)
 Brigade support battalion (BSB)
 Forward support company (FSC)

07 December 2020 ATP 5-0.2-1 249

Appendix G

G-10. The TSC and its subordinate units are assigned to a theater army or Army Service component
command supporting a geographical combatant commander.
G-11. The ESC is the corps theater level sustainment command. The ESC deploys to an AO or joint AO
and provides command and control capabilities to multiple SBs or when the TSC determines that a forward
command is required.
G-12. The AFSB synchronizes and integrates U.S. Army materiel command capabilities in support of
Army service component commands and corps. The AFSB provides command and control capabilities to
multiple AFSBNs.
G-13. The SB is a multifunctional headquarters integrating and employing all assigned and attached units
while planning and synchronizing sustainment operations. The SB is the focal point for delivery of supplies
and services from the operational to the tactical level. It also provides support to brigade combat teams
(BCTs); multifunctional and functional support brigades; deployable, self-contained division and corps
headquarters; and other units operating in its assigned support area.
G-14. The DSB is assigned to a division. The DSB employs sustainment capabilities to create desired
effects in support of the division command’s objectives. The DSB and its subordinate units assigned to a
division provides direct support to all assigned and attached units in an operational area, as directed by the
division commander. The DSB provides GS logistics, personal services, and financial management to
non-divisional forces operating in the division AO.
G-15. The AFSBN synchronizes and integrates U.S. Army Materiel Command capabilities in support of
divisions.
G-16. The CSSB is the building block upon which SB capabilities are developed. The CSSB controls
execution and synchronizes logistics support in a designated AO. The CSSB is task-organized with
functional companies, teams, and detachments that execute transportation (mode, terminal, and movement
control) operations, maintenance operations, ammunition operations, supply support activity operations,
water operations, petroleum operations, aerial delivery operations, and mortuary affairs. It employs and
controls up to six company-sized units conducting logistics operations. The CSSB is task-organized with
units required to support logistics requirements. A task-organized CSSB is dependent on the SB for
administrative support; the support maintenance company for field maintenance and recovery support; the
area support medical company for Role 2 medical support; and an expeditionary signal battalion or the SB
for communications support.
G-17. The DSSB is organic to a DSB assigned to a division. The DSSB and its subordinate units must be
able to move and displace at the pace of large-scale combat operations (LSCO). The DSSB synchronizes
and executes logistics support to BCTs, multifunctional support brigades attached to the division, and non-
divisional units operating in the division AO.
G-18. The BSB is an organic component of a BCT and some support brigades. When resourced, the BSB
provides supply, maintenance, motor transportation, and Roles 1 and 2 medical support (see FM 4-02) to
the BCT or supported brigade. The BSB provides distribution capability with its distribution company truck
squads operating 24-hour delivery of all supply classes. The distribution company general supply section
receives, stores, issues, and transloads approximately 29 short tons of class (CL) I, II, III (P), IV, and CL
VII supplies daily (see figure G-4 on page 263 and paragraphs G-49 through G-75 for CL descriptions).
The CL IX section handles approximately 2 short tons of CL IX daily and manages up to 1,500 lines of an
authorized stockage list (ASL). The ammunition transfer holding point (ATHP) section can handle
approximately 52 short tons of CL V daily. Fuel capacity of the BSB varies by type between 25,000
(infantry brigade combat team)–90,000 (armored brigade combat team) gallons. These assets can be
centralized but are more commonly distributed to provide support as far forward as possible (see table G-4
and FM 4-0 for the structure and operation of the BSB).

250 ATP 5-0.2-1 07 December 2020

 Sustainment Planning Factors

Table G-4. Brigade support battalion components

ATP 4-90
BSB distribution company
Capability
components
Command and control, administrative, and logistics support for all organic,
HHC company
assigned, operational control (OPCON), and attached units to the BSB.
The BSB distribution company executes daily receipt, storage, and issue
Distribution company of CL I, II, III, IV, V, and IX supplies and transports cargo in general
support of its brigade combat team in decisive action operations.
Transportation platoon Transportation support. Distribution to FSC.
SSA receives, stores, and issues CL I, II, III(P), IV, V, VII, IX, packaged
Supply platoon
water, and retrograde materiel.
Water storage and issue point for the BCT. CL III(B) distribution for the
Fuel and water platoon
BCT. No CL III storage capacity.
Field Maintenance Company Field-level maintenance support to the BSB and the BCT.
Directs, controls, and supervises the unit’s field-level maintenance mission
and activities; maintains shop stock and bench stock for shop operations;
Maintenance control platoon
performs maintenance management and production control functions for
units operating within the BSA.
Provides shop and onsite contact field-level maintenance support for the
companies of the BSB, additional field-level maintenance support to the
Maintenance platoon
FSCs, and when able, general support to units traversing through the BSA
and its AO.
Army Health System (AHS) support to a brigade combat team; Role 1 and
Brigade Support Medical Company
Role 2 in support of a brigade combat team and AHS support on an area
(BSMC)
basis to all BCT units without organic medical assets.
Receives, triages, treats, and determines the disposition of patients in the
brigade AO; provides for advanced trauma management, tactical combat
Treatment platoon casualty care, general medicine, general dentistry, and physical therapy.
In addition, the medical treatment platoon has limited radiology, medical
laboratory, and patient holding capabilities.
Performs ground evacuation and enroute patient care for supported units;
Evacuation platoon employs ten evacuation teams, utilizing wheeled or tracked ambulances;
provides organic and area evacuation capability.
Supports commanders in the prevention and control of combat and
Behavioral health section operational stress reaction through the brigade’s behavioral health
activities.
Provides preventative medical support to the BCT and area support when
Preventative medicine section
required.
Provides brigade level, Role 2, class VIII coordination, synchronization,
Brigade medical supply office
and execution of medical logistics support for the BSMC and supported
(BMSO)
BCT.
Provides direct support to maneuver, engineer, cavalry, fires, aviation,
and maneuver enhancement battalions and special forces groups;
Forward Support Company X6
provides field feeding, bulk fuel, general supply, ammunition, and field-
level maintenance to its maneuver battalion.
Field feeding section Conducts field feeding operations.
Consists of a platoon headquarters and four squads that can be
Distribution platoon
task-organized to distribute CL II, III, IV, V, and VII supplies.
Performs field-level maintenance, maintenance management, dispatching,
Maintenance platoon and scheduled maintenance operations for their supported maneuver
battalion and FSC vehicles and equipment.

Note. A short ton is the equivalent of 2,000 pounds (0.907 metric ton) of weight (ATP 4-35).

G-19. The FSC is organic to the BSB for regular BCTs and other select units. The FSC is the critical
supply delivery and distribution manager for the BCT battalion. Each FSC is manned and equipped to
transport, store, and distribute all classes of supply to supported units. The FSC receives, stores, issues, and
distributes between 5,000–30,000 gallons of CL III (B) daily using the modular fuel system's (MFS's) tank
rack module (TRM). It can distribute over 176 short tons of general cargo (CL I, II, IV, and IX) and
Class V supplies daily.

07 December 2020 ATP 5-0.2-1 251

Appendix G

G-20. An FSC may be attached to or placed under operational control of its supported battalion for a
limited duration. The fires brigade FSCs are separate companies (numbered not lettered). They are
normally assigned to the BSB and attached to, or under operational control of, an artillery battalion for the
duration of an operation or as determined by the brigade commander.
G-21. Combat aviation brigades have an organic aviation support battalion (ASB) and FSCs. Aviation
FSCs and aviation maintenance companies are organic to aviation brigade battalions, not the aviation
support battalion. Within the maneuver enhancement brigade and engineer brigade, engineer battalions
have FSCs, but military police and chemical, biological, radiological, and nuclear battalions do not. SBs
have neither BSBs nor FSCs.

LOGISTICS
G-22. Logistics is planning and executing the movement and support of forces. It includes those aspects of
military operations that deal with: design and development, acquisition, storage, movement, distribution,
maintenance, evacuation, and disposition of materiel; acquisition or construction, maintenance, operation,
and disposition of facilities; and acquisition or furnishing of services (ADP 4-0). Logistics consists of the
following areas: distribution, transportation, supply, maintenance, field services, general engineering (not
covered in this publication), and operational contract support (not covered in this publication).

DISTRIBUTION MANAGEMENT PROCESS

G-23. Information in this section is derived from ADP 4-0, AR 56-4, ATP 4-0.1, JP 4-0, JP 4-09,
ATP 4-16, ATP 4-13, FM 3-96, ATP 4-93, and ATP 4-42.
G-24. Distribution is the operational process of synchronizing all elements of the logistic system to
deliver the "right things" to the "right place" at the "right time" to support the geographic combatant
commander (JP 4-0). Operational forces use the distribution management process to move material within a
theater. Distribution management synchronizes and optimizes transportation, its networks, and material
management to move personnel and material from point of origin to point of need in accordance with the
supported commander’s priorities. The process includes integration of material management and
transportation operations to ensure timely distribution.
G-25. Sustainment headquarters (TSC, ESC, sustainment brigade, division sustainment brigade, CSSB,
DSSB, and BSB) distribution management centers or support operations sections execute the distribution
management process. The Army Service component command (ASCC), field Army, corps, and division
staffs support the process by determining, validating, and communicating support requirements to the
sustainment headquarters. A clear understanding of support requirements ensures that commanders
executing close operations receive needed supplies. Operational and sustainment commanders and staffs
should synchronize requirements to ensure responsive support. This coordination is conducted via
command, staff, and technical channels.
G-26. The distribution management process consists of three components: material management,
distribution integration, and transportation. However, components are not intended to stand alone or be
compartmentalized. Personnel executing all components should constantly coordinate and collaborate for
successful operations.
G-27. The material management component involves the continuous situational understanding, planning,
and execution of supply and maintenance capabilities. Effective material management requires anticipation,
synchronization, and resourcing of all classes of supply to maximize combat power and enable freedom of
action in accordance with the supported commander’s priorities. Material management ultimately
determines availability of the material from on-hand or higher source-of-supply stocks, obtains the
material, and coordinates its distribution with the distribution integration personnel according to command
priorities. The TSC, ESC, and distribution management center (DMC) execute material management. The
CSSB, DSSB, and BSB support operations staff also execute material management. Material management
personnel provide the distribution integration branch with the commodity to be moved, quantity to be
moved, and priority of distribution by commodity and unit.

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 Sustainment Planning Factors

G-28. The distribution integration branch (DIB) within the TSC and ESC distribution management center
executes distribution integration. The support operations staff within the sustainment brigade, DSB, DSSB,
CSSB, and BSB also execute distribution integration. The DIB receives input from the material
management sections and develops the plan for execution. The plan includes the commodity to be moved,
quantity to be moved, and priority of movement. The plan also recommends a mode of transportation based
on the community and priority. Once the distribution integration personnel complete the plan, the
distribution management center (TSC and ESC) or support operations staff (CSSB, DSSB, and BSB)
passes the plan to the G3/S3 to be included in the orders process.
G-29. The transportation component receives input from the distribution integration or support operations
staff and allocates adequate transportation modes for specific commodities to ensure timely distribution of
material. The transportation managers coordinate with movement control elements for timing and routing
of transportation to meet command priorities. The TSC, ESC, and DMC transportation operations branch
and the CSSB, DSSB, and BSB support operations transportation personnel execute these functions.

Distribution Planning
G-30. Distribution planning includes considering terminal types, methods of distribution, mode operations,
the supply chain and supply trains, and retrograde of material. These topics are discussed in paragraphs
G-31 through G-35.

Terminals
G-31. Distribution of material into, within, and out of theater depends on terminal operations. Terminals are
operated either by military personnel or commercially. Three types of terminals exist:
 Land terminals include centralized receiving and shipping points, trailer transfer points, and
rail, petroleum, and inland water terminals. Land terminals are established at points along air,
rail, river, canal, pipeline, and motor transportation lines of communication to provide for the
transshipment of cargo and personnel carried by these modes. Inland terminals are key enablers
or links between modes when terrain and operational requirements cause a change in type of
conveyance.
 Sea terminals, such as seaports, are nodes at the start or end of a shipment route by sea.
 Air terminals, such as airports or austere runways, are nodes at the start or end of a shipment
route by air.

Methods of Distribution
G-32. Operational variables and theater conditions generally dictate the method of distribution each echelon
selects. The three methods are throughput distribution, supply point distribution, and unit distribution:
 Throughput distribution is a method of distribution which bypasses one or more intermediate
supply echelons in the supply system to avoid multiple handling (ATP 4-11). This method is
often used to get critical CL III, V, and VII supplies to a BSB as they arrive in theater, to
prolong an operation, or to extend operational reach and avoid culmination. Throughput
distribution can be extended to FSCs and users in extenuating circumstances. Such support relies
on an operational unit communicating requirements and a sustaining unit responding. Aerial
delivery is a common method. Throughput distribution is used for speed and efficiency, to
address shortages as assets become available, and for surge situations.
 Supply point distribution is a routine distribution method by which a unit moves to a supply
point to receive supplies and returns to its original location using organic transportation. The
supply unit distributing supplies is responsible for breaking down supplies received from higher
echelons for distribution to subordinate units. For example, an FSC assembles a convoy to pick
up supplies from the BSB, and then returns to its original location. The BSB will load supplies at
the supply point, but has no other responsibility in this method.
 Unit distribution is a method of distributing supplies where the receiving unit is issued supplies
in its own area with transportation furnished by the issuing agency. The distributor is responsible
for filling supply requests and transporting items to a location predetermined by the receiving

07 December 2020 ATP 5-0.2-1 253

Appendix G

unit. The receiving unit is responsible for the download and storage of the supplies in their area
of responsibility. For example, the BSB will load and deliver supplies to the FSC then return to
the original location. The FSC is responsible for downloading the supplies from the BSB and
storing and distributing the supplies as necessary. Figure G-1 shows a notional battalion concept
of distribution.

ATP 4-90
Figure G-1. Notional battalion concept of distribution

Mode Operations
G-33. Mode operations describe the methods by which sustainment and cargo are delivered. Two modes of
operation, surface and air, are available to logisticians performing the theater distribution function. Surface
modes include motor, water, and rail operations, and air modes consist of fixed-wing and rotary-wing
aircraft. Distribution modes follow:
 Motor transportation is a ground support transportation function that includes moving and
transferring units, personnel, equipment and supplies by vehicle to support the operations
(ATP 4-11). Motor transportation provides essential distribution capabilities for organizations
and is the predominant mode of transportation for the reception, onward movement, and
sustainment of forces. Motor transport units provide the ability to perform line haul movements
operated for extended distances over main supply routes that can serve the entire theater. There
are many factors to consider when planning motor transport operations including convoy
organization, control measures, and the security and integration of host nation, contract, or allied
vehicles.
 Logistics over-the-shore operations are the loading and unloading of ships without the benefit of
deep draft-capable, fixed port facilities; or as a means of moving forces closer to tactical
assembly areas dependent on threat force capabilities (JP 4-01.6). Logistics over-the-shore
operations include all processes from in-stream discharge through the off-loading, and arrival of
equipment, cargo, and supplies at the inland staging and marshalling areas. Logistics over-the-
shore operations provide a critical capability for bringing equipment, cargo, and supplies into
theater in areas with degraded or austere port facilities, or they can be used to bypass enemy
anti-axis or area denial efforts. Logistics over-the-shore operations can also supplement existing
port facilities. They can provide the combatant commander with the option to choose which
off-load locations to use, such as bare beach, austere port, or a damaged fixed port. Using a
variety of Army watercraft systems, the Army can conduct its own logistics over-the-shore

254 ATP 5-0.2-1 07 December 2020

 Sustainment Planning Factors

operation, or it can operate in conjunction with the Navy in a joint logistics over-the-shore
operation.
 Joint logistics over-the-shore operations are operations in which Navy and Army logistics
over-the-shore forces conduct logistics over-the-shore operations together under a joint force
commander (JP 4-01.6).
 Railway operations are the incorporation of rail operations into theater distribution planning.
This requires assessing existing rail infrastructure and planning, advising, and assisting
host-nation rail personnel when required to support assigned missions (see ATP 4-14 for more
information about railway operations).
 Aerial delivery provides an efficient and effective means of conducting distribution operations.
Aerial delivery includes airland, airdrop, and sling-load operations. Aerial delivery is
increasingly employed as a routine distribution method, primarily for areas that are unreachable
due to terrain, enemy situation, or for urgent resupply operations. When applied together with
surface distribution operations, aerial delivery enables maneuver forces to engage in a battle
rhythm that is not as restricted by geography, supply routes, tactical situations, or operational
pauses for logistics support. The type used for a specific mission depends on what is to be
dropped, how much accuracy is required, the threat situation, and airdrop equipment available
(for more information on aerial delivery operations, see ATP 4-48).

Supply Chain and Supply Trains

G-34. Supply chains followed by supply field trains or combat field train delivery takes supplies from
acquisition to user, using commercial then military modes of transportation. The final tactical mile is
completed using echeloned storage and delivery systems organic to, or attached to, the SB and the BCT.

Retrograde of Materiel
G-35. Retrograde of materiel is an Army logistics function of returning materiel from the owning or using
unit back through the distribution system to the source of supply, directed ship-to location, or point of
disposal (ATP 4-0.1). Retrograde includes turn-in, classification, preparation, packing, transporting, and
shipping. To maximize retrograde and delivery of material, units and sustainment providers seek to
maximize the amount of materiel on each conveyance. Never let a truck leave empty (see ATP 4-0.1;
DODM 4160.21, Vol 1; and ATP 3-37.10).

TRANSPORTATION OPERATIONS
G-36. The information in this section is derived from ATP 4-93; ATP 4-11; FM 4-01. Transportation is a
logistics function that includes movement control and associated activities to incorporate military,
commercial, and multinational motor, rail, air, and water mode assets in the movement of units, personnel,
equipment, and supplies in support the concept of operations (ADP 1-02).
G-37. During large-scale combat operations (LSCO), a large number of movements occur within an AO.
Transportation managers must de-conflict and maximize platforms to reduce the number targets on any
given route. Transportation planners rely on information collected during intelligence preparation of the
battlefield, sustainment preparation of the operational environment, and distribution planning to develop a
transportation scheme.

Deployment and Redeployment

G-38. The joint system uses 463L palletized loads, International Organization for Standardization (ISO)
containers, and ISU® containers to move the majority of equipment and supplies into a theater. Utilization
and tracking of distribution platforms is covered in AR 56-4.
G-39. The transportation provider determines the mode of shipment based on the urgency of the request.
Figures G-2 and G-3 on page 256 depict general shipment times for air and surface shipments worldwide.

07 December 2020 ATP 5-0.2-1 255

Appendix G

Figure G-2. Air route times for cargo and personnel transport

Figure G-3. Estimated surface transit times from port to port

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 Sustainment Planning Factors

Transportation in Theater
G-40. Transportation providers execute transport from the port of embarkation (POE) to the port of
debarkation (POD) and, if required (by contract), from the POD to a marshaling area for pick-up in support
of reception, staging, onward movement, and integration.
G-41. Some factors used in transportation planning to compute vehicle and truck company requirements
are—
 Delivery requirements in gallons, short tons, pallets, containers, and platform availability.
 Driver availability.
 Mission variables (METT-TC).
 Vehicle availability
 Short Range Planning: 87 percent (Use only for an all-out effort less than 30 days).
 Long Range Planning: 75 percent (This is the standard transportation planning factor).
 Daily Round Trips (average)
 Line Haul: one trip/day (one/shift) @ one way per operating shift, about 144 km (90 miles)
 Local Haul: two trips/day (two/shift) @) one way per operating shift, about 32 km (20
miles)
 Average km or miles in an hour
 Unimproved roads: 16 km (10 miles)/hour
 Improved roads: 32 km (20 miles)/hour
Table G-5 on page 258 details conveyance load capabilities. Tables G-6 through G-8 on pages 258–259
show standardized categories of Soldier weights, planning data for the 463L cargo system, and aircraft
planning data, respectively.

07 December 2020 ATP 5-0.2-1 257

Appendix G

Table G-5. Conveyance load capabilities

JP 4-02; GTA 55-07-003; FM 3-04; AFTTP 3-3
Minutes
Warehouse 463L Max Max Max
Asset up/down
pallets pallets personnel litter ambulatory
load
20’ container 16 10
40’ container 32 10
M872 Trailer 18 10 30
M871 Trailer 12 4 8 50
Supply van 12 3 8
463L Pallet 4
PLS Flatrack 10 2 2
LMTV 6 4 12
M3/M3A1 CROP 8 2 2
MTV 8 6 22
HEMTT 8 6 9
UH-60/HH-60 Black-hawk 11 6 6
CH-47 Chinook 12 3 31 24 31
UH-72 Lakota 8 2 8
CH-46 Sea Knight 7 2 15 6 15
CH-53 Sea Stallion 4 2 19 8 19
V-22 Osprey 24 12 24
Sherpa 4 30 24 30
C-21 3 1 3
C-130 H/J-30 6/8 64/92 74/96 74/96
C-17 Globemaster 18 102 36 54
C-5 A/B Galaxy 36 73 70
CROP Container roll-in/roll-out platform PLS Palletized load system

Table G-6. Standard Soldier weights

Category Weight Details
Category 1 210 lbs per Soldier Includes assault pack weapon and helmet
Category 2 300 lbs per Soldier Includes Category 1, plus rucksack and organizational equipment
Category 3 400 lbs per Soldier Includes Category 1, 2, and duffel bag (100 lbs)
Soldier planning weight for KC-10 is 180 lbs per Soldier. All Soldier baggage and hand-carried equipment will be
palletized.

Table G-7. 463L Cargo system

GTA 55-07-003
Length Width Height
Pallet dimensions 88 in 108 in 2¼ in
Usable space 84 in 104 in 96 in
Empty weight 290 lbs Weight of nets 65 lbs
Maximum cargo weight 10,000 lbs Maximum gross 10,355 lbs
weight

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 Sustainment Planning Factors

Table G-8. Aircraft pallet data

TEA PAMPHLET 700-2, AFTTP 3-3
KC- KC-
C-130 H C-130 J CW C-130 J-30 C-5 A/B C-17
10 135
Maximum 11 Center
463L 6 6 8 36 18 Double 23 6
pallets row
Maximum 96
1-5: 102(1) 1-5: 103(2) 1-7: 103(2)
height Aft Ramp # 35 96
(inches) Ramp #6: 76 Ramp #6: 77 Ramp #8: 77
and #36: 70
Gross 1-4: 10,355(3) 1-4: 10,355(3) 1-4: 10,355(3) 10,355
10,355
weight per Max weight
#5: 8,500 #5: 8,500 #5: 8,500 Ramps #1,#2,
pallet on ramp:
space (lbs) #6: 4,664(4) #6: 5,000(4) #6: 5,000(4) #35, #36: 7,500
40,000
Notes.
1. Pallet position 1 may be restricted if overhead equipment racks are installed that protrude into the cargo area. This
restriction will be 76 inches and will begin at the inboard side of the dual rails and extend inboard for 12 inches.
2. Cargo height forward of LS 640 may be restricted if overhead equipment racks protrude into the cargo area. This restriction
will be 76 inches and will begin at the inboard side of the cargo handling system rails and extend inboard 12 inches.
3. Value represents maximum single pallet weight, under 96 inches, when restrained with cargo nets only. Greater pallet
weights may be achieved, dependent upon aircraft restrictions and method of restraint.
4. With air deflector shields installed, the maximum weight on the ramp is 4,527 pounds (MC-130 and AC-130W aircraft).

Units Providing Convoy Transportation in Theater

G-42. In addition to organic assets, motor transportation units provide additional lift and delivery options in
theater to support convoy resupply of units down range. Motor transportation units may be allocated to the
SB, ESC, or division in support of BCT operations. Table G-9 shows the estimated lift capabilities of
palletized load system (PLS) truck companies and medium truck companies.

Table G-9. Projected lift capability

ATP 4-11
Type Palletized load system truck Medium truck company
company cargo (34T)
Break/bulk general cargo 421 short tons 447 short tons
Break/bulk ammunition 757 short tons 803 short tons
Pallets 960 1080
463L pallets 240 240
Containers, twenty foot (TEU) 120 120
Containers, forty foot (FEU) 0 60
Bulk water 240,000 gallon 285,000 gallon
Bulk fuel 300,000 gallon 240,000 gallon
Assumes 100% total vehicle availability rate

Convoy Planning
G-43. The material in this section is derived from JP 3-02.1 (Obsolete), ADP 3-90, ATP 4-11, ATP 4-16,
ATP 3-90.97, FM 3-96, and Center for Army Lessons Learned (CALL) Newsletter No. 18-10. Not
referenced, but applicable, is ATP 4-01.45/MCRP 3-40F.7 [MCRP 4-11.3H]/AFTTP 3-2.58 (Distribution
D).
G-44. Convoy routes are categorized by color (green, amber, red, or black) based on criteria limiting route
transit. Leaders take precautions or measures to ensure the security of convoys and troop maneuvers per

07 December 2020 ATP 5-0.2-1 259

Appendix G

standard operating procedure, policy, or judgement (see table G-10 on pages 260–261 and ATP 4-16 for
more details).

Table G-10. Sample route status

ATP 4-16
Criteria Green Amber Red Black
Security is Additional security is Security is not
Security established needed along routes and established along
along routes. bypasses. routes.
Enemy attacks > 3
Enemy
Two enemy attacks between the same
Enemy Low occurrences between the same phase phase lines within
concentration at or
above level 2
Threats of enemy lines within the last twelve the last 12 hours
attack; enemy
activities. hours with damage of with damage of
contact imminent
equipment or injuries. equipment or
along route.
injuries.
Communications
Command Commu- Communications established, but there are No communications
and control nications established. dead spots in certain established.
areas.
Non-passable;
Bridges with MLC
bridge completely
Bridges MLC > 4 and < 24.
Bridges with MLC > 25 destroyed. Bridges
> 100. No Overhead < 4.3m
and < 99. Damages with designated unsafe
Bridges damages. No Damaged bridges
bypass available by division
overhead awaiting engineer
overhead > 4.3 and < 5m. engineers for
restrictions. damage
military traffic. No
assessment.
bypass available.
Limited access
Single lane roads
roads (permits
(restricted to support
Double flow passage of isolated
vehicles, tracked and Construction:
roads supports vehicles with width
combination with width Non-trafficable
wheeled vehicles < 3.5 m and
> 3.5 and < 6.0m). Single routes or bridges
with width over vehicles tracked
flow roads (restricted to due to severe
7.3 m and combination with
support vehicles, tracked damage due to
Terrain tracked and width < 4.0 m).
and combination with enemy interdiction,
combination with Adverse weather
width > 6.0 and < 8.0 m. blockages, or
width over 8 m. conditions seriously
Limited all-weather routes floods. Road
All weather affect the fair-
affected by rain, frost, remains closed for
Roads roads (weather weather route,
thaw, or heat. Road an indefinite period.
proof roads). which remains
conditions delay convoy
closed for long
movements for < 2hrs.
periods.
No Obstructions:
Obstructions:
No overhead
Obstructions: Curves with Curves with a radius Obstructions that
restrictions.
a radius of 25.1 to 45 m. > 25 m. Road block the entire
Slopes < 7%.
Slopes > 7%. Overhead blockages passable traveled way of
Curves with a
restrictions > 4.3 < 5.0 m with bypass but road. No bypass
radius > 45
over the route. delays traffic available.
meters. No
considerably.
blockages.

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 Sustainment Planning Factors

Table G-10. Sample route status (continued)

ATP 4-16
Criteria Green Amber Red Black
Unfavorable impact
that causes a
cease of military
operations for more
than two days.
Marginal Impact: Wind
Visibility < 10 m for
chill or heat index
sustainment
Favorable impact temperature 30C to 35C Unfavorable impact:
convoys. No
(wind chill or or -7C to -26C, moderate Wind chill or heat
MEDEVAC
heat index precipitation, lightning index temperature
coverage available
Impact on temperature - 6C within 5 mi, wind > 35 > 35C (95F) or
due to extreme
personnel (21F) to 29C knots, hail > ½ inch < -26C (-15F).
Weather weather.
or (85F). No light diameter, puddles on Heavy precipitation,
MEDEVAC will not
maneuver precipitation, improved surfaces, 1”– 2” with > 49 knots, hail
fly during the
ground dry or rain per 12 hours or > ¾” diameter, sand
following conditions
frozen to 12”, 0.1–0.4” rain per hour, storms that reduce
– Day: < 500
< 6” snow depth. 1–2” snow per 12 hours, visibility to < 25 m.
ceiling and or 1
6–12” snow depth,
mile visibility, Night:
visibility 160– 800 m.
< 700 ceiling or
2 mile visibility.
Thunder storm
warning or gusts
> 45 knots.
Heavy enemy
No occurrences concentration;
Scheduled or ongoing Limited friendly
Multi-national or scheduled
friendly operations without operations with
multinational forces
operations friendly engaged in
access restrictions. access restrictions.
operations. ongoing offensive
operations.
Observed and
reported an No traffic can travel
unconfirmed threat on it due to
Threats are possible even or interrogated, has washout, damage,
Absolute
if no immediate limited use by or a unit route
Unit/friendly action verification of no
perceivable threat is multinational forces clearance, or EOD
threat.
present. within last 7 days or observes and
security assets are reports a confirmed
not available in the threat.
specific area.
Note. Route status is established in intelligence preparation and sustainment preparation of the battlefield and is updated
throughout the course of operations. During LSCO, the determination of restriction such as Green, Amber, Red, or Black is
a commander’s decision.

Management of Containers and Flatracks

G-45. Use and tracking of distribution platforms is covered in AR 56-4. Table G-11 on page 262 details the
various types of conveyance platforms.

07 December 2020 ATP 5-0.2-1 261

Appendix G

Table G-11. Conveyance platforms

TEA PAMPHLET 700-2
Platform Size Details
Compatible BCD flatrack with inward folding end walls designed to support
M1 Flatrack 20 ft
intermodal transport by allowing stacking in a ship’s container cells.
A-frame BCD flatrack is the original flatrack fielded from 1994 to 1996. It
M1077
20 ft has one fixed end wall and is designed to distribute payloads, to include
Flatrack
containers, forward of the corps rear boundary.
The CROP (container roll-in/roll-out platform) is a PLS and/or HEMTT–LHS
M3/M3A1 BCD flatrack, which serves as the internal blocking and bracing system for
20 ft
CROP a 20-foot end-opening container and can be quickly extracted or inserted
by a LHS for movement
ISU 90 108”x 88”x 91.35” One pallet position on platform. Load capacity 10,000 lbs
20-ft Container 20 ft Open space for cargo. Requires blocking and bracing
40-ft Container 40 ft Open space for cargo. Requires blocking and bracing
463L Pallet 108”x 88” 104’x84’ usable space. One pallet position on platform.

SUPPLY AND RESUPPLY

G-46. The material in this section is derived from ADP 4-0, AR 710-1, AR 710-2, AR 740-1, ATP 4-42,
ATP 4-42.2, ATP 4-43, TC 8-270, JP 4-09, AR 30-22, ATP 4-48, ATP 3-34.22, FM 4-0, and FM 4-30.

Supply and Resupply Planning

G-47. During sustainment preparation of the operational environment planners develop supplies and
services estimates, gather information on the availability of supplies and services readily available in the
AO, and begin the flow of materiel into theater. Subsistence items, bulk petroleum, ammunition, and
barrier materials are the most commonly needed supplies for deployed forces. Acquisition of materials and
movement of materiel in theater begins as soon as planning estimates are validated. Figure G-4 depicts
classes and subclasses of supply.

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 Sustainment Planning Factors

JP 4-0
Figure G-4. Classes and subclasses of supply

G-48. Early estimation of critical classes of supply required to sustain operations is necessary for any
planning effort. Maintenance of the running estimate for the sustainment section covers estimated
consumption of all classes of supplies. However, with limited time available, planners focus on CL I, III,
and V because shortages of these supply classes may result in culmination. Table G-12 on page 264
provides estimated bulk consumption rates of CL III, CL V, CL I, and CL I Water for brigade combat
teams and their respective battalions and companies, based on historical data. This estimate serves as a
starting point for planning only and will need to be updated by logistics planners for each planning effort.

07 December 2020 ATP 5-0.2-1 263

Appendix G

Table G-12. Brigade combat team CL I, III, and V estimated daily consumption rates
Quick Logistics Estimation Tool
CL III CL V CL I CL I Water
Bottled
(short (short Bulk Bottled
(gallons) (pallets) (pallets) (short
tons) tons) (gallons) (pallets)
tons)
SBCT 39,224 32.7 43 18.55 45 14,752.6 61.52 154
Infantry battalion 2571 0.54 1 2.72 7 2165.8 9.03 23
Reconnaissance squadron 5162 0.3 1 2.04 5 1625.2 6.78 17
Field artillery battalion 3901 30.73 37 1.52 4 1207 5.03 13
Brigade engineer battalion 6067 0.06 1 1.84 5 1465.4 6.11 16
Brigade support battalion 13,122 0.03 1 4.28 10 3400 14.18 36
ABCT 117,708 31 42 18.4 43 14,633.6 61.02 153
AR heavy combined arms
20,673 0.31 1 1.88 5 1492.6 6.22 16
battalion
IN heavy combined arms
15,671 0.41 1 2.19 5 1744.2 7.27 19
battalion
Reconnaissance squadron 15,883 0.42 1 1.95 5 1553.8 6.48 17
Field artillery battalion 8111 29.54 36 2.16 5 1720.4 7.17 18
Brigade engineer battalion 11,179 0.13 1 1.96 5 1560.6 6.51 17
Brigade support battalion 24,827 0.04 1 5.81 13 4620.6 19.27 49
IBCT 29,452 13 20 17.92 43 14,249.4 59.42 149
Infantry battalion 1869 0.33 1 2.76 7 2196.4 9.16 23
Reconnaissance squadron 2949 0.14 1 1.53 4 1220.6 5.09 13
Field artillery battalion 3740 11.28 14 1.76 4 1400.8 5.84 15
Brigade engineer battalion 5595 0.06 1 1.87 5 1489.2 6.21 16
Brigade support battalion 10,983 0.03 1 3.91 9 3107.6 12.96 33

CL I Food
G-49. The approved feeding standard is three quality meals per day achieved by using a combination of
unitized group rations (UGRs) and individual operational rations (primarily meals ready to eat (MREs) or
first strike rations (FSRs)). During initial deployment to an undeveloped area, ration support is on a push
system. Operational rations are used for all meals. MREs can be used as the sole ration for up to 21 days,
but after 3 days require supplements (see DA Pam 30-22 for additional guidance). Planners include
religious and dietary requirements in their Class I estimates. Chaplains provide assistance in validating
requirements but are not the means for ration distribution. Make requests in sufficient time to allow for
delivery (see table G-22 on page 280 for operational rations planning factors).
G-50. Units can request, contract, or requisition from higher echelons, fresh fruits and vegetables. These
food products are generally delivered as part of a theater contract to units below the theater level. Fresh
fruits and vegetables and other food stuffs can be obtained locally when approved by veterinary services
and prepared by unit cooks or contracted personnel.

CL I Water
G-51. Storage and distribution of potable water are supply functions. Water purification is a field service.
Water is required for drinking, cooking, hydration, sanitation, medical treatment, mortuary affairs,
construction, decontamination, and maintenance. The amount of water needed depends upon the regional
climate and the type and scope of operations.

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 Sustainment Planning Factors

Ice and Bottled Water

G-52. Procedures for ordering and issuing ice are contained in DA Pam 30-22. Potable ice required for
installation needs, regardless of source, are made, stored, and conveyed per TB MED 530.

CL I : Bulk Water
G-53. Bulk water planning follows the military decision-making process in terms of identifying
capabilities, requirements, and shortfalls.
G-54. Calculate bulk water needs on a per-person, per-day cycle. Adjust water consumption requirements
with historical data as an operation progresses. Common requirements for water in theater are listed in
table G-23 on page 280 and tables G-24 and G-25 on page 281. Table G-26 on page 281 details bulk water
storage and transport capacity.

CL II
G-55. CL II includes clothing, individual equipment, tentage; tool sets and kits, hand tools, administrative
and housekeeping supplies, and equipment. Equipment includes maps, automation, and other equipment
items (except major end items prescribed in allowance tables) and items of supply (not including repair
parts). Supply of CL II is resourced and filled by requisition and conducted through regular supply chains
from provider to user. Some CL II items are stocked in the supply support activity.

CL III (P)
G-56. Packaged petroleum and lubricant items such as grease and hydraulic fluid fall under CL III (P).
Some fuels found only in small quantities are also supplied under CL III (P). These items are supplied as
part of a unit's authorized stock, shop stock, and maintenance authorizations. Most units deploy with 15-30
days of packaged lubricants on hand as part of their stockage listing. They are replaced by re-supply
through automated stockage requests, based on recorded use, or by individual request. Estimates for
petroleum, oils, and lubricants (POL) are maintained by the maintenance officer section of the requesting
unit and typically consolidated by the next sustainment unit (FSC, BSB, DSB, or ESC) and re-supplied
through the same chain.

CL III (B)
G-57. Bulk fuel operations are equally complex and necessary to sustain forces in offensive and defensive
operations. The most common way to conduct bulk fuel operations is to maintain bulk storage as near to an
operation as possible. Defense Logistics Agency-Energy provides theater-wide bulk fuel to the joint force.
The TSC requisitions fuel from Defense Logistics Agency-Energy based on theater requirements. Bulk fuel
is distributed by a combination of military and contracted capabilities using the theater distribution
network. The typical delivery method is ground, but aerial resupply is a viable means for small quantities
(see refueling operations beginning at paragraph G-76 for more details and estimate tables).

CL IV
G-58. CL IV comprises construction materials, to include installed equipment and all fortification and
barrier materials. CL IV supplies are requisitioned to support specified projects. Engineers at all echelons
anticipate and frequently require large quantities of CL IV for the conduct of operations. Estimates for CL
IV supplies are based on the operations plan or order. Procurement of CL IV begins as soon as the plan and
estimate are validated. Lead times for delivery are reduced by forecasting, using standard operating
procedures (SOPs), and developing requests as early as possible. Local procurement, whenever feasible, is
another way to expedite delivery.

CLASS V
G-59. Weapon density, number of personnel, and specific mission requirements determine the forecast.
UBL varies with each operation. Note that there is no "one size fits all" UBL for an entire operation. Each
combat phase may require unique ammunition.

07 December 2020 ATP 5-0.2-1 265

Appendix G

G-60. Use ammunition management and reporting references—AR 700-19, DA PAM 700-16, DA PAM
710-2-1, AR 735-5, AR 710-2, and AR 190-11—and automated systems such as the Worldwide
Ammunition Reporting System-New Technology (WARS-NT), Global Command and Control
System-Army (GCCS-A), and General Fund Enterprise Business System (GFEBS), whenever possible.
If necessary, use manual forms.

Ammunition Transfer Holding Point

G-61. Ammunition at the tactical level is supplied to the BCT through its organic ATHP. The ATHP is
established and operated by the distribution company that is organic to the BSB or aviation support
battalion. The ATHP is an operation established to facilitate the receipt and transfer of all types of
ammunition from echelons above brigade ammunition storage activities to units within a brigade. Under
most circumstances, the ATHP is a temporary operation located in the brigade support area to facilitate
rapid receipt and issuance of ammunition to users. At the ATHP, ammunition is transloaded to supported
units with minimal reconfiguration or holding.
G-62. Ammunition replenishment occurs in two ways:
 Pushed to the supported units using the BSB distribution company (preferred).
 Drawn from the ATHP by the FSC supporting the unit.
G-63. Below the BCT, units establish temporary ammunition holding areas pending issuance to subordinate
units. Ammunition holding areas guard, manage, maintain custody, and provide physical security of
conventional and unconventional ammunition and munitions.

CL VI
G-64. Soldiers deploy with a 30-day supply of health and comfort items or the commander requests a 30-
day supply of health and comfort packs (HCPs) to include in the UBL. After the first 30 days, HCPs are
centrally funded and provided at 30-day intervals through CL I channels at the request of the unit
commander and until Army Air Force Exchange Service (AAFES) support can be established (see
ATP 4-41).

Health and Comfort Packs

G-65. Theater commanders may authorize HCPs for outside the continental U.S. (OCONUS) contingency
operational deployments in excess of 15 days. HCPs are only authorized for use at austere or remote camp
or base environments where AAFES support is unavailable or cannot be readily established. HCPs provide
deploying and forward area troops with routine necessities required for their health and comfort. Three
types of HCPs exist: type I, II, and III. Table G-13 details some environmental considerations for planning
CL VI.
Table G-13. CL VI Environmental Considerations
Calculation Formula: multiply the Climate Lbs/Soldier/Day
population by lbs per Soldier per Temperate 1.10
day; this equals lbs required per
day. Include type of health and Arctic 1.30
comfort pack required for each Tropic 1.62
line of request. Arid 1.30

G-66. Type I HCP contains articles used to supply 10 individuals for approximately 30 days. Each
shipping container includes 10 prepackaged polyethylene bags with a drawstring closure containing a
designated quantity of items for issuance to 10 individuals. The type I container also includes other items
intended as general supply for replacement or issuance as needed, which are not stored in the bags.
G-67. Type I HCP includes a toothbrush, toothpaste, soap bar, foot powder, tissues, deodorant, lip balm,
sunscreen, toilet paper, eye drops, shampoo, shaving razor, shaving cream, personal hygiene body wipe,
and a plastic bag.

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 Sustainment Planning Factors

G-68. Type II HCP is for female Soldiers and contains articles for feminine hygiene. It supplies 10 females
for approximately 30 days.
G-69. Type III HCP consists of a personal body wipe packet, bulk packed with 40 packets per box. Each
packet contains 10 washcloth-sized body wipes. The contents of each box are intended for 10 individuals.

CL VII
G-70. Major end items such as rolling stock, aircraft, large generators, oversized items, and weapons are
delivered into theater using strategic lift. Use of Army prepositioned stocks (APS), reallocation of materiel,
theater provided equipment (TPE), and other pre-positioned stocks of materiel can significantly reduce the
time required to make a force combat ready. Planners use these avenues of materiel supply to the greatest
extent possible for initial deployment and resupply. Resupply of major end items is conducted in the same
manner as for other stocks.

CL VIII
G-71. The Army's medical logistics (MEDLOG) system is an integral part of the Army health system
(AHS). It provides intensive management of medical products and services that are used almost exclusively
by the AHS and are critical to its success (see ATP 4-02.1 for more details). The brigade medical supply
office is an integral member of the Army medical logistics enterprise. The brigade medical supply officer in
charge oversees, manages, and coordinates MEDLOG activities with the assistance of the support
operations (SPO) MEDLOG officer. The brigade medical supply officer in charge advises the SPO and the
brigade support medical company on all MEDLOG or MEDLOG-related issues.
G-72. The BSB medical operations section, in concert with the brigade surgeon section and medical
company commander, plans for all brigade Army health system support operations. The medical operations
section takes into account the placement of brigade AHS support assets and their logistical footprint. They
also coordinate the ordering, receipt, and distribution of Class VIII within the BCT.
G-73. Storage of medical supplies is often controlled and requires specialized warehouse variants such as
climate controlled spaces, access control features, and hazardous material considerations. The brigade
medical supply officer plans for these requirements (see TC 8-270 for details on requirements and
capabilities).
G-74. TC 8-270 also details support requirements for blood management, medical gas storage and
distribution, medical waste, optical requirements, controlled substance requirements, and other health
service support topics (see health service support beginning at paragraph G-167 for additional details).

CL IX
G-75. CL IX repair parts are managed under the Army Maintenance System (for more information, see the
Army Maintenance System beginning at paragraph G-95 of this guide).

Refueling Operations
G-76. The material in this section is derived from JP 4-03, ATP 4-43, and Army Sustainment,
January–February 2016.
G-77. Assuming a medium truck company has a total vehicle availability rate of 100% (60 vehicle
platforms) and uses their 5,000 gallon trailers to maximum capacity, the unit can provide a one-time lift
capability for bulk fuel of 300,000 gallons of fuel.
G-78. Fuel in theater and the ability to distribute that fuel from national levels to the user can be the
determining factor in culmination or effective unit operations. In LSCO, fuel can be the ultimate "show
stopper" if not delivered on time or in sufficient quantities.
G-79. Storage capacity and vehicle consumption rates are considerable concerns to the planning and
execution of refueling operations. Tables G-14 through G-17 on page 268 show planning factors for fuel
storage, transport, and consumption (source: Combined Arms Support Command's (CASCOM's) Planning

07 December 2020 ATP 5-0.2-1 267

Appendix G

Data Branch). For more up-to-date CL III (bulk) planning factors, consider the operational logistics
(OPLOG) planner and unit historical data.
Table G-14. Bulk fuel storage capability planning factors

M106 M969 M978 500 TPU

Storage type gallon TRM
7.5K 5K HEMTT blivet PODS
Usable capacity 7,500 5,000 2,500 500 500/600 2,500
Bulk fill rate
300 600 600 125 125
(gpm)
Self-load rate
300 300 300
(gpm)
Retail flow per
60 25
nozzle
Number of
02 01 02
nozzles
TPU tank pump unit TRM tank rack module

Table G-15. Vehicle consumption (gals/hr)

Vehicle Idle Cross- Road
country
M1 17.3 56.6 44.6
Stryker 0.75 18.0 10.1
M2/3 1.4 18.0 8.6
M113 1.0 10.5 8.9
M88 2.0 42.0 31.0
M9 ACE 1.4 12.6 9.3
M109A7 1.2 20.0 17.0
MLRS 1.3 15.0 8.6

Table G-16. Rotary wing fuel consumption

Fuel Fuel LOG
Endurance
Aircraft capacity consumption planning
(hrs)
(gal) (lbs/hr) rate (gph)
AH-64E 475 1072 175 2+40
CH-47F 1030 2560 382 2+20
UH/HH-60M 362 1086 175 2+00
UH/HH-60 l/M w/ERFS 760 1206 180 4+00

Table G-17. Modular fuel system capabilities

Item or activity Detail
Set up–tear down 1 hour with limited engineer support
2,500 gallon tanks (14x) 7x primary tanks for 17,500 gallon capacity, 7x spare tanks
Pump racks (2x) 600 gallon per minute pumps. 3 stage filter/separator. Spill control kits.
Fuel test kits.
Transportability Can be transported by any of the following: C-130; CH-47; 10,000
pound MHE lift; PLS; LHS; Air droppable tank rack.
Components 3,300 ft hose and a variety of nozzles, fittings, and adapters.

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 Sustainment Planning Factors

Refuel on the Move

G-80. If the length of a unit movement requires refueling, this can be done efficiently by refueling on the
move. Each refueling adds 20–30 minutes to the movement route time and increases the column length by
approximately 10 km. There are two primary purposes of refueling on the move: (1) to provide a "splash"
of fuel to extend movement length of time/distance or (2) to enable a convoy or combat movements to keep
momentum to a destination or remain on an objective. Vehicles at a refuel on the move site enter, receive a
predetermined amount of fuel (usually determined by time at the pump), and depart. The complexity of the
operation depends on the situation, time to prepare, assets available, and planned duration of an operation.
The site must allow the minimum spacing between vehicles and equipment. Other site selection criteria are
detailed in ATP 4-43. Figure G-5 and figure G-6 on pages 269–270 show possible layouts for a refuel on
the move site.

ATP 4-43
Figure G-5. Example refuel on the move layout

07 December 2020 ATP 5-0.2-1 269

Appendix G

ATP 4-43
Figure G-6. ROM alternate configuration layout

Forward Arming and Refueling Point Considerations

G-81. A forward arming and refueling point is a temporary facility, organized, equipped, and deployed to
provide fuel and ammunition necessary for the employment of aviation maneuver units in combat. Also
called FARP (JP 3-09.3). FSCs and distribution companies in the aviation support battalion have the
capability of establishing FARPs. The FARP mission is to provide fuel and ordnance necessary for highly
mobile and flexible helicopter operations. The size of the FARP varies with the mission and the number of
aircraft to be serviced. Normally, FARPs are temporary, transitory facilities established for a specific
duration and mission. The scope of flight operations in a FARP area includes, but is not limited to,
individual aircraft, sections, or divisions of aircraft requiring ordnance and refueling.
G-82. FARPs are normally established by aviation battalions, which are manned and equipped to refuel and
rearm aircraft under combat conditions using various FARP types and setups. Heavy expanded mobility
tactical truck (HEMTT) FARPs are most effective behind a forward line of troops (FLOT) or where a
secure ground line of communication exists. Forward of the FLOT, jump FARPs (JFARPs), comprising
sling-loaded 500-gallon fuel drums, pumps, hoses, and pre-configured ammunition loads, refuel and rearm
attack aircraft.
G-83. While operating behind the FLOT in the tactical assembly area, fuel is provided to the division by the
SB assets that have the division area support mission or that have been designated to support the operation
under the TSC. This allows the division to stage its equipment for deep operations. Resupply of

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 Sustainment Planning Factors

consolidated rapid refueling points behind the FLOT is normally by ground via theater sustainment (either
Army or host nation support).
G-84. Rapid refueling points are established to rapidly refuel large numbers of aircraft during surge
periods, such as air assaults. They are generally long-duration fueling operations that are time-consuming
to establish and difficult to move, especially when they are established with 10,000-, 20,000-, or
50,000-gallon fuel bags. HEMTT systems and 5,000-gallon tankers may also be used to store fuel at a rapid
refueling point, increasing its mobility.

Aerial Supply and Resupply

G-85. Airdrop operations and aerial resupply is commonly conducted when resupply using ground vehicles
is impossible due to threat, impassable lines of communication, or other adverse conditions. Air-centric
operations are unique in that they are routinely conducted deep across the FLOT. Aerial supply and
resupply allows for the timely distribution of supplies while maximizing both aircraft and unit support
capabilities. The SB is the coordinating headquarters for air resupply.
G-86. Methods for aerial resupply range from doctrinal to non-doctrinal. The method used depends on the
assets available from higher levels of sustainment. Units develop a "menu" of supply that is developed by
maneuver units and built by the FSC. Table G-18 on page 272 details planning data for some common
equipment delivered by airdrop.

Air Delivery Methods

G-87. Sling-load equipment are assets organic to a brigade. Units can rig and sling-load cargo with nets,
bags or sling legs for air delivery or retrograde. Additional sling-load requirements are established at the
SB. Sling load operations, and most technical manuals and training circulars, have some information on
how to sling specific equipment.
G-88. Speedballs and kicker boxes are the most common and efficient method to deliver supplies to troops
forward. A speedball is a small amount of supplies put in a bag such as a human remains pouch, duffle bag,
aviator's kit bag, or any reinforced container. Menus are developed by units and filled by the FSCs.
G-89. The container delivery system (CDS) is a commonly used method for aerial insertion of supplies
quickly for air assault operations. CDS bundles are used as a means of delivering additional equipment or
for emergency resupply. CDS loads are heavy and ideal for commodities such as water and larger
munitions. Units request CDS bundles built in 500–1200 pound configurations.
G-90. Low cost low altitude incorporates low cost containers and disposable parachutes. Units can request
bundles from 50-200 pounds. The bundles are flown at 150–500 feet above ground level in order to
improve the accuracy of the point of impact. If trained, units can conduct low cost low altitude operations
from CH 47s.
G-91. The joint precision airdrop system (JPADS) is an American military airdrop system that uses global
positioning system (GPS), steerable parachutes, and an onboard computer to steer loads to a designated
point of impact on a drop zone.
G-92. The low-cost aerial delivery system loads is a simplified, low cost alternative to the A-22 cargo bag
assembly that is used for high volume delivery of supply items when recovery of airdrop equipment is
impractical or disruptive to retrograde operations. The weight range for the resupply load is 501–2200 lbs.
G-93. Figure G-7 on page 272 depicts three types of airdrop. Table G-18, also on page 272, details some
common equipment load weights for sling loading.

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Appendix G

ATP 4-43
Figure G-7. Types of airdrop

Table G-18. Common equipment load weight

TB 55-46-1
Equipment GVW*
TOW HMMWV 9,000
M1114 (up-armored HMMWV) 12,100
M1151 (up-armored gun truck) 11,500
M1165 (up-armored C2 HMMWV) 12,100
M1167 (tow HMMWV) 13,100
M998 unarmored HMMWV 7,535
A22 cargo bag 3,500
500-gallon fuel blivet of JP8 3,750
200-gallon water blivet 2,125
M119A3 howitzer w/3 personnel 4,900
M777 howitzer 9,300
Water buffalo (400 gallons) 6,320
120-mm wM998 9,000
*GVW= gross vehicle weight in lbs

G-94. Airdropped loads are derigged as dictated by the enemy threat on the drop zone and as soon as
possible after landing. Derigging must be done rapidly to prevent loss or pilferage of supplies by enemy
forces and to minimize damage to aerial delivery equipment. Upon recovery of aerial delivery equipment,
units must synchronize retrograde support operations and establish return of priority items such as JPADS,
parachutes, aerial delivery platforms, and other airdrop-related equipment in accordance with theater
guidance.

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THE ARMY MAINTENANCE SYSTEM

G-95. The material in this section is derived from ATP 4-33, ATP 3-04.7, AR 750-1, and TC 8-270.
G-96. The Army Maintenance System consists of two types: field maintenance and sustainment
maintenance. Field maintenance is on system maintenance, repair and return to the user including
maintenance actions performed by operators (FM 4-30). It is maintenance performed by the equipment
operator, equipment crews, and ordnance corps-trained maintainers. The owning unit or a supporting
maintenance unit performs field maintenance using its own tools and test equipment. The unit should retain
and repair the item until it is ready to return to service. Maintainers perform field maintenance on all types
of unserviceable items of equipment and weapon systems. Repairs include the replacement of an
unserviceable line, component, module, or part. However, field maintenance is not limited to remove-and-
replace actions. If the operator, crew, or ordnance corps-trained maintainers are authorized and possess the
required skills, tools, repair parts, references, and time, then the item should remain onsite and not be
evacuated for sustainment maintenance. This is especially relevant to BCTs. The expertise to fix major
weapon systems—Abrams, Bradley, Paladin, and Stryker vehicles—resides only in the FSC. No
maintenance units are equipped or staffed to perform field-level maintenance repairs to the weapon systems
outside the BCT. The BSB in a Stryker brigade combat team (SBCT) is one exception, because the FMC
includes mechanics that maintain the medical company’s Stryker medical vehicles.
G-97. Sustainment maintenance is off-system component repair and/or end item repair and return to the
supply system or by exception to the owning unit, performed by national level maintenance providers
(FM 4-30). Sustainment maintenance consists of two subcategories: (1) below-depot-level sustainment
maintenance and (2) depot-level sustainment maintenance. Units use sustainment maintenance when crew,
operators, operators-maintainer, or ordnance corps-trained maintainers lack the required skills and tools or
cannot perform proper repairs using field maintenance. Based on the extent of damage to an item and
operations and mission variables, leaders decide the best course of action (COA). No absolute checklist
exists. Field maintenance is the preferred method of repair. The intent of sustainment-level maintenance is
to perform commodity-oriented repairs to return items to a national standard, providing a consistent and
measureable level of reliability. The Army sustainment command, its subordinate Army field support
brigades, and Army field support battalions execute sustainment maintenance missions. Sustainment
maintenance supports both operational forces and the Army supply system.

Maintenance Operations
G-98. Planners ensure maintenance for offensive operations supports momentum and massing at critical
points. Operators, crews, and maintenance personnel maximize momentum by fixing inoperable equipment
at the point of malfunction or damage. They enhance momentum by keeping the maximum number of
weapon systems operational. Therefore, maintenance and recovery personnel perform their mission as far
forward as possible.
G-99. Planners ensure maintenance operations include planning to replace lost maintenance capability,
using maintenance teams well forward at maintenance collection points, planning to displace often, and
emphasizing recovery and retrograde of equipment that requires extended repair time. The FSC's field
maintenance platoon takes all required steps to place as many weapon systems as possible in serviceable
condition. Operators, crews, and field maintenance teams perform any necessary repairs authorized at their
level of repair. Once defensive operations begin, the principles are the same as for offensive operations.

Vehicle Recovery
G-100. The material in this section is derived from ATP 4-31, ATP 4-33, GTA 01-14-001, and
GTA 09-14-002.
G-101. Recovery are actions taken to extricate damaged or disabled equipment for return to friendly
control or repair at another location (JP 3-34). LSCO increases the need for vehicle recovery commensurate
with estimated loss rates. The more prepared a unit is to accomplish recovery, the greater their survivability
rates.

07 December 2020 ATP 5-0.2-1 273

Appendix G

Types of Recovery Operations

G-102. Self recovery indicates that the equipment is capable of clearing the battlefield under its own
power, but it may not be fully mission capable. It may also be used to recover other inoperable or damaged
equipment not able to self recover.
G-103. Like-vehicle recovery occurs if a vehicle cannot self recover, but can be moved to a safer location
using the same class or a heavier class vehicle. Depending on the weight classification, dedicated recovery
assets may be required to move it to a maintenance facility or the nearest unit maintenance collection point
(UMCP).
G-104. Dedicated recovery is accomplished with specialized recovery equipment and trained recovery
personnel. Commanders evaluate the risk of losing recovery assets before sending dedicated teams into
combat areas.

Planning Recovery Operations

G-105. Planning considerations for maintenance support in offensive operations include rapid repair and
return of non-mission capable equipment to support the operation and establishment of command
maintenance priorities. Other planning tasks include—
 Identify UMCPs.
 Establish criteria for requesting additional recovery assets.
 Consider the feasibility of splitting recovery assets to provide broader coverage for attacking
companies.
 Identify critical combat spares and have them ready to move forward on short notice.
 Ensure rapid repair and return of non-mission capable equipment to support the operation.
 Anticipate increased consumption of CL III (B) and CL IX due to maneuver requirements.
G-106. Recovery operations are coordinated with maintenance efforts and commander's priorities. Tips
include—
 Use maintenance time guidelines established by the commander to make repair-or-recovery
decisions.
 Use the right recovery equipment for the recovery mission. In general, wheeled recovery
systems recover wheeled vehicles and tracked recovery systems recover tracked vehicles.
 Keep recovery vehicles as far forward as the tactical situation permits.
 Establish recovery priorities when recovery assets are limited.

Units Involved in Recovery Operations

G-107. Owning unit (user). Each unit plans for self recovery and like-vehicle recovery when feasible.
Such plans provide for SOPs; TTP; equipment required; and communications plans for protection and
assistance during recovery operations.
G-108. Higher headquarters. Brigades and higher headquarters provide for dedicated recovery whenever
self and like-vehicle recovery is either infeasible or considered to be of higher risk than the commander is
willing to accept. Higher headquarters (such as corps) and sustainment commands (such as the TSC)
provide command and control, requests for forces, and authorities for dedicated recovery operations in
theater. The BSB typically plans and distributes field maintenance and recovery in support of BCT
operations.
G-109. Field maintenance company. Field maintenance companies are responsible for recovering their
own equipment and providing limited backup support with wreckers or tracked recovery vehicles when
requirements exceed a supported unit's capability. They may also be tasked to provide recovery support on
an area basis to units without a recovery capability. The field maintenance company executes dedicated
recovery operations for the BSB and supports the FSCs when required.
G-110. Forward support company. The FSC has recovery assets located in the recovery section and field
maintenance teams within the field maintenance platoon. The FSC commander along with the maintenance

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 Sustainment Planning Factors

technician and the battalion logistics officer track and manage recovery operations. The FSC commander
assigns the repair or recovery mission to the field maintenance platoon.

Recovery Process
G-111. Dedicated and like-vehicle recovery begins with a request for support from the affected unit. The
tactical request and solution addresses—
 Movement restrictions.
 Primary and alternate routes of march.
 Individual clothing and equipment and chemical, biological, radiological, nuclear, and high-yield
explosive defense items.
 Equipment and supplies to decontaminate the disabled vehicles.
 Communication equipment availability (including applicable call signs, primary and alternate
frequencies, and required reports).
 Security and safety requirements.
 Special instructions regarding the disposition of contaminated equipment.
 Contingency plans.
 Any special tactical considerations.
G-112. Operator, crew, and field maintenance personnel use organic repair and recovery capabilities
including—
 Battle damage assessment and repair (BDAR) techniques.
 Self or like-vehicle recovery.
 Assistance from other units onsite.
G-113. Units request assistance from the FSC. Requests must provide—
 Unit identification.
 Equipment identification.
 Location (map coordinates, when possible).
 Equipment fault.
 Evaluation of on-site repair capability.
 Repair parts required.
 Organic recovery capability.
 Tactical situation and security requirements.
 Recommended route of approach.
G-114. The operator or crew must remain with the equipment and follow unit SOPs.

Recovery Equipment
G-115. Planners at all levels prepare their units for self, dedicated, and like-vehicle recovery. To do so
they evaluate on-hand and needed equipment. LSCO increases the need for self, dedicated, and like-vehicle
recovery (see tables G-19 through G-21 on pages 276–277 for details of common dedicated vehicles and
equipment).

07 December 2020 ATP 5-0.2-1 275

Appendix G

Table G-19. Common recovery vehicles

GTA 09-14-002
Vehicle Type Dimensions Lift Capacity Range speed Notes
Full track medium Tow: 56 tons Range: 300 mi TM 9-2350-
Width (overall): 11.25 ft Winch x4: 90 tons Max speed: 29 256-10
M88 A1 Height (overall): 10.25 ft Boom winch: 25 tons mph
Length (overall): 27.125 ft Towing speed: 26
mph
GVW: 56 tons
Full track heavy Tow: 70 tons Range: 314 mi TM 9-2350-
Width (overall): 12 ft Winch: 70 tons Max speed: 25 292-10
M88 A2 mph
Height (overall): 9.75 ft Boom winch: 35 tons
Hercules Towing speed: 17
Length (overall): 28.33 ft Auxiliary winch: 3 tons
mph
GVW: 69.8 tons
8x8 wheeled truck Tow: 31.5–52 tons, Range: 300 mi TM 9-2320-
wrecker depending on terrain. Max speed: 57 279-10-1
M984A1 Width (overall): 96 in Recovery winch: 30 tons mph and -2
(Obsolete)
HEMTT Height (overall): 112 in Crane: 7.1 tons
Length (overall): 392 in
GVW 47.5 tons
8x8 wheeled truck Tow: 50 tons Range: 300 mi TM 9-2320-
wrecker Crane: 7.1 tons Max speed: 63 279-10-1
M984A2 Width (overall): 96 in mph and -2
/M984A2R1 Recovery winch: 30 tons (Obsolete)
Height (overall): 119 in Self-recovery winch: 10 tons
HEMTT
Length (overall): 402 in Lift point capacity: 6.3 tons
GVW: 49.5 tons
8x8 wheeled truck Max load 50 tons Range: 300 mi TM 9-2320-
wrecker Recovery winch: 30 tons Max speed: 62 342-10-1
Width (overall): 96 in mph and -2
Self-recovery winch: 10 tons
M984A4
Height (overall): 119 in Crane: 7.1 tons
Length (overall): 402 in Lift point capacity: 7.6 tons
GVW: 49.5 tons
6x6 wheeled truck Max load flat tow: 10.5 tons Range: 300 mi TM 9-2320-
wrecker Max load lift tow: 18.3 tons Max speed: 55 366-10-1
M1089 Width (overall): 96 in mph and -2
Winch x2: 15 tons
FMTV Height (overall): 112 in Crane: 5.5 tons
Length (overall): 363 in Lift point capacity: 4.4 tons
GVW: 20.3 tons
6x6 wheeled medium Max load flat tow: 32.5 tons Range: 300 mi TM 9-2320-
truck wrecker Max load B kit lift tow: 27.5 Max speed: 55 334-10-1
Width (overall): 96 in tons mph and 2
Height (overall): 114 in Max load A cab lift tow: 25
M1089A1P2
Length (overall): 376–382 tons
FMTV
in Winch x2: 15 tons
GVWR: 22.1 tons Crane: 7.1 tons
Lift point capacity: up to 50
tons
GVW gross vehicle weight
GVWR gross vehicle weight rating (with attached equipment, load, and fluids)
Notes. Maximum tow speed for wreckers is 35 mph on unimproved roads and 15 mph cross-country.
Ton refers to the U.S. unit short ton, equal to 0.907 metric tons or 2000 lbs.

276 ATP 5-0.2-1 07 December 2020

 Sustainment Planning Factors

Table G-20. Typical truck and trailer combinations used for recovery
GTA 09-14-002
Modular catastrophic recovery system (MCRS) Winches:
includes: • 22.5 tons (on truck)
• M983A4 LET • 17.5 tons (on FWTRD)
• FWTRD with 17.5 ton winch kit • 9 tons (on FWTRD)
• TDRT
Fifth wheel towing recovery device (FWTRD) (XM20) Lift capacity: 16 tons
Tilt deck recovery trailer (TDRT) (XM1250) Capacity: 35 tons

Table G-21. Common Army vehicles with recovery data

GTA 09-14-002
GVW GVWR Winch Max Load Cable
Model/Nomenclature
short tons short tons type tons length
M1235A4 MRAP Dash ISS w/ OGBK 23.25 23.25 Electric 9 75 ft
M1235A5 MRAP Dash ISS w/CROWS 23.25 23.25 Electric 9 75 ft
M1266A1 MRAP MAXXPRO 24.4. 27.21 Electric 9 75 ft
M1240/M124A1 MATV 16.12 18.5 Electric 9 75 ft
M983A2 LET/ Truck tractor 18.7 67.5 Hydraulic 22.5 150 ft
M983A4 LET/ Truck tractor 18.7 75.5 Hydraulic 10 200 ft
M978A4 Truck tanker 21.07 54.5 Hydraulic 10 200 ft
M1120A4 LHS Load handling system 19.62 54.5 Hydraulic 10 200 ft
M977A4 CBT/Common bridge transport 19.62 54.5 Hydraulic 10 200 ft
M985A4 GMT/ Ground missile transport 21.31 54.5 Hydraulic 10 200 ft
M985A4 Truck cargo 21.31 54.5 Hydraulic 10 200 ft
M977A4 Truck cargo 21.38 54.5 Hydraulic 10 200 ft
M1151 Truck expanded capacity armament carrier 5.75 7.75 Hydraulic 5.25 50 ft
M1151A1 Truck expanded capacity armament carrier 6.25 8.23 Hydraulic 5.25 50 ft
IAP armor
M1152 Truck expanded capacity 6.05 8.6 Hydraulic 5.25 50 ft
M1152A1 Truck expanded capacity IAP armor 6.05 8.55 Hydraulic 5.25 50 ft
M1165A1 Truck command and control G/P IAP armor 6.05 8.98 Hydraulic 5.25 50 ft
M1165A1 Truck command and control G/P IAP armor 6.05 8.98 Hydraulic 5.25 50 ft
M1167 Truck expanded capacity TOW/ITAS 6.55 7.7 Hydraulic 5.25 50 ft
M997A3 Truck ambulance 4-liter 6.05 7.56 Hydraulic 5.25 50 ft
M1070 Truck tractor (HETT) 22.75 48.09 Hydraulic 27.5 300 ft
M916A1/A2 Tractor light equipment transport (LET) 15.77 34.00 Hydraulic 22.5 150 ft
M1257 Engineer squad vehicle double V hull Stryker 23.08 28.03 Hydraulic 13.37 187 ft
M1251 Fire support vehicle double V hull Stryker 23.52 25.12 Hydraulic 13.37 187 ft
M1256 Infantry carrier vehicle double V hull Stryker 22.36 28.30 Hydraulic 13.37 187 ft
M1252 Mortar carrier vehicle double V hull Stryker 24.30 29.20 Hydraulic 13.37 187 ft
M1255 Commanders vehicle double V hull Stryker 22.36 25.12 Hydraulic 13.37 187 ft
M1126 Infantry carrier vehicle Stryker 17.56 20.17 Hydraulic 13.37 187 ft
M1127 Reconnaissance/scout vehicle Stryker 17.79 19.79 Hydraulic 13.37 187 ft
M1128 Mobile gun system Stryker 22.56 23.85 Hydraulic 13.37 187 ft
M1129A1 Motor carrier vehicle Stryker 19.19 20.17 Hydraulic 13.37 187 ft
M1132 Engineer squad vehicle Stryker 17.90 21.10 Hydraulic 13.37 187 ft

07 December 2020 ATP 5-0.2-1 277

Appendix G

Battle Damage Assessment and Repair

G-116. The material in this section is derived from ATP 4-31 and GTA 01-14-001.
G-117. Battle damage assessment is the estimate of damage composed of physical and functional damage
assessment, as well as target system assessment, resulting from the application of lethal or nonlethal
military force. Also called BDA (JP 3-0).
G-118. BDAR is a nonstandard assessment and repair procedure to bring a damaged piece of equipment to
some level of operational capability. The assessment and repair may bring the piece of equipment
anywhere from being capable of recovery to fully mission capable. These expedient measures are
conducted under combat conditions to prevent the total loss of equipment and increase the combat power
available to the commander both in the present and the future. Leaders ensure that formations, operators,
and maintenance personnel have BDAR kits on hand—and have experience using the kits—before
committing the repair teams to combat.
G-119. After identifying which systems or subsystems are not operational, maintenance personnel
determine the risk level for each repair. Repairs are classified in either of two risk level categories:
 High risk repair may result in injury to personnel or cause further damage to the equipment.
Example: Using a fuse or circuit breaker of higher amperage rating can cause circuit overloads
and fires.
 Low risk repairs may result in minor equipment failures but poses little or no threat to equipment
or personnel. Example: Using a fuse or circuit breaker of lower amperage rating can cause
equipment systems to frequently shut down.

BDAR Techniques
G-120. Forward positioned repair teams and equipment operators can expediently get a piece of equipment
moving using nonstandard techniques such as wiring parts together, duct taping external components, and
temporarily removing nonessential parts. Decisions concerning BDAR are typically made on the spot
without a lot of coordination. Maintenance personnel focus on getting the equipment out of the area or into
the fight.
G-121. Shortcuts are inherent to BDAR. When the removal, installation, and repair of components are not
performed in sequence or to standard as outlined in technical manuals, they are considered shortcuts.
 Bypassing consists of eliminating a device or component from the system in which it plays a
role. For example, a damaged fuel filter can be bypassed allowing the fuel system to function in
a degraded mode. Before attempting to bypass any component, an assessment of the repair must
be conducted to determine risks associated with the procedure.
 Expedient repairs are temporary in nature and more reliable repairs are performed as soon as
possible. Examples of expedient repairs include using safety wire to temporarily replace a
broken exhaust hanger and using duct tape or bungee cords to secure a partially detached fender
or section of slat armor.
 Fabrication involves using readily available materials and fashioning them by bending, cutting,
or welding them in the place of a damaged component. An example is fabricating a radiator
overflow reservoir using a suitable plastic container to temporarily replace the damaged
overflow tank.
 Substitution involves replacing damaged components that serve a critical function on the
equipment with repair parts that serve a non-critical function on the same equipment. As an
example, a bad circuit breaker for the engine starter can be replaced with a good breaker
controlling internal lighting.
 Controlled exchange is the removal of serviceable components, with the commander's
authorization and in accordance with AR 750-1, from unserviceable but economically reparable
equipment for immediate reuse in another like item of equipment, restoring it to combat
serviceable condition.
 Cannibalization is the authorized removal of components from materiel designated for disposal.
Refer to AR 750-1 and AR 710-2 for more information on cannibalization.

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 Sustainment Planning Factors

Aircraft Recovery
G-122. Aircraft recovery types follow the same scheme as vehicle recovery with some additions. Aircraft
recovery comprises four types:
 Self recovery is defined as actions required for an aircraft to fly out under its own power to
either rejoin the mission or undergo additional repairs or inspections at a maintenance area.
 Immediate recovery is performed by assets within a flight mission that assumes the tactical
situation permits a recovery with the forces at hand without detailed planning or coordination.
 Delayed recovery is a planned or coordinated aircraft recovery mission performed by the
Downed Aircraft Recovery Team (DART) with the intent to repair or replace damaged
components to return the aircraft to flying status.
 Dedicated recovery are actions required to extract an aircraft by means of an aerial or surface
recovery vehicle to a maintenance area for repairs or inspections. Dedicated recovery is most
often associated with delayed recovery.
Additional information concerning aircraft recovery responsibilities and procedures can be found in
ATP 3-04.13.

FIELD SERVICES
G-123. The material in this section is derived from JP 4-03, ATP 4-41, ATP 4-42, and ATP 4-44.
G-124. Field services include shower and laundry, field feeding, water production and distribution,
clothing and light textile repair, aerial delivery, and mortuary affairs. Many of these services are provided
by operational contract support and are integrated into the theater plan. The TSC or ESC provides contracts
for and provision of services and requests for forces for services unavailable by contract, such as water
production, distribution, aerial delivery, and mortuary affairs. The SB and the maneuver enhancement
brigade provide contracting officer representatives, command and control, and distribution management of
field services in the AO.
G-125. In LSCO, services to all members of the force will likely be reduced. Water production,
purification, and distribution will retain priority over shower, laundry, and textile repair. Additionally, field
feeding may be reduced to minimal events. These services will be reduced to rotational provisions in much
the same way as personnel services. Services will be reduced to rotational events forward or static locations
where units are rotated through in conjunction with force rotations. LSCO will likely overwhelm the
mortuary affairs system. Planners at all echelons must anticipate the expected and potential need for
increased mortuary affairs services due to the intensity of the conflict, mission, tempo, and lethality of the
enemy.

Field Feeding
G-126. Food preparation is a basic unit function and one of the most important factors in Soldiers' health,
morale, and welfare (see AR 30-22 for more information). Proper refuse and waste disposal is important to
avoid unit signature trails and maintain field sanitation standards (see table G-22 on page 280 and supply
and resupply beginning at paragraph G-46 for details on meal types).

07 December 2020 ATP 5-0.2-1 279

Appendix G

Table G-22. Planning delivery numbers for rations

ATP 4-41
Ration/item Servings UI per Servings per Case Case Pallet
per UI pallet pallet cube weight weight
MRE 12 48 576 1.02 22.7 1089
FSR 09 48 432 0.99 10
MCWLRP 12 48 576 1.02
HDR 10 48 480 1.02
TOTM 12 48 576 0.95
MARC 10 56 560 0.63
MORE 24 48 1152 0.98
Religious meal, halal 12 48 576 0.98
Religious meal, 12 28 336 1.75
kosher
UGR-E (AVG) 18 18 324 1.9
UGR-H&S 50 08 400 5.0 128 1020
FSR first strike ration MORE modular operational rations enhancement
HDR humanitarian daily ration TOTM tailored operational training meal
MARC meal, alternative regionally customized UGR unitized group rations
MCWLRP meal, cold weather food packet, long range UGR-E UGR express
patrol
MRE meal, ready to eat UGR H&S UGR heat and serve

Water Production, Purification, and Distribution

G-127. The water support company and the composite support company through their water support
platoons have the capability to produce, store, and distribute potable water to supported units. A water
support platoon can produce potable water at a maximum of 150,000 gallons per day from fresh water
sources and 100,000 gallons per day from a brackish or contaminated source. They can also store and
distribute potable water (maximum of 40,000 gallons daily with two 20,000 gallon bags or 100,000 gallons
with two 50,000 gallon bags). Tables G-23 and G-24 on pages 280-281 detail some capabilities and
planning factors for water production and purification. Tables G-25 through G-27 on pages 281-282 show
water usage requirements, water storage and transport capacities, and water consumption factors,
respectively. Tables G-24 through G-27 originate in ATP 4-44.

Table G-23. Army water purification capabilities

JP 4-03
Maximum production Maximum production
Equipment type
from salt water (gph) from fresh water (gph)
Lightweight water purifier 75 125
Lightweight water purification system 75 125
1500-gph TWPS 1200 1500
3000-gph ROWPU 2000 3000
Note. The gph next to each piece of equipment is the maximum production in ideal conditions.
ROWPU reverse osmosis water purification unit TWPS tactical water purification system

280 ATP 5-0.2-1 07 December 2020

 Sustainment Planning Factors

Table G-24. Standard water planning factors related to personnel in force (gal/person/day),
conventional theater
Hot
Temperate Cold
Function Tropical Arid
Sus Min Sus Min Sus Min Sus Min
Universal unit level consumption1 6.91 4.87 7.27 5.23 5.26 3.22 5.81 3.77
Role 1 and 2 medical treatment 0.03 0.03 0.03 0.03 0.03 0.03 0.03 0.03
Role 3 and 4 medical treatment 0.88 0.88 0.88 0.88 0.88 0.88 0.88 0.88
Central hygiene—showers 2.07 1.87 2.07 1.87 2.07 1.87 2.07 1.87
Mortuary affairs operations 0.03 0.03 0.22 0.22 0.03 0.03 0.03 0.03
Potable total 9.92 7.68 10.47 8.23 8.27 6.03 8.82 6.58
Centralized hygiene—laundry2 0.26 0.12 0.26 0.12 0.26 0.12 0.26 0.12
Mortuary affairs operations 0.19 0.19 N/A N/A 0.14 0.14 0.14 0.14
Engineer construction 1.98 0.00 1.98 0.00 1.98 0.00 1.98 0.00
Aircraft maintenance 0.14 0.14 0.14 0.14 0.14 0.14 0.14 0.14
Vehicle Maintenance (Non-potable) 0.36 0.36 N/A N/A 0.19 0.19 0.19 0.19
Non-potable total3 2.93 0.81 N/A N/A 2.72 0.60 2.72 0.60
Theater total 12.86 8.49 12.86 8.49 10.99 6.63 11.54 7.18
Sus sustaining Min minimum
1
Includes gal/person/day requirements for drinking, personal hygiene, field feeding, heat injury treatment, and vehicle
maintenance.
2
Based on a central hygiene goal of two showers and 15 pounds of laundry per Soldier (or Marine) per week.
3
All potable in arid environment.

Table G-25. Water usage requirements

Drinking* Heat treatment CBRNE decontamination
Hospital care and subsistence* Food preparation* Personal hygiene*
Vehicle maintenance Mortuary affairs Firefighting
Centralized hygiene Engineer construction Equipment washing (aircraft)
Refugee, detainee, civilian
Laundry Tactical ice plant*
internee, and POW camps*
Note. *must be potable water

Table G-26. Water storage and transport capacities

Bulk fixed storage Capacity
(gals)
3K SMFT 3,000
5K SMFT 5,000
Onion Skin (Airdrop) 500
20 K Tanker 20,000
50 K Tanker 50,000
Buffalo 400
Blivets 500
HIPPO 2,000
Camel 900
SMFT Semi-trailer mounted fabric
tank
HIPPO LHS-compatible water tank
rack

07 December 2020 ATP 5-0.2-1 281

Appendix G

Table G-27. Water consumption factors in gal/person/day

Use Temperate Tropical Arid Arctic
Drinking water 1.5 3.0 3.0 2.0
Personal hygiene 1.7 1.7 1.7 1.7
Field feeding 2.8 2.8 2.8 2.8
Heat injury treatment .1 .2 .2 .1
Vehicle maintenance -- -- .2 --
Standard planning factor 6.1 7.7 7.9 6.6

G-128. Bottled potable water can be manufactured by military or commercial means. The Army has a
small quantity of expeditionary water packaging systems in operational project stocks to meet initial
combatant command requirements. Additional systems can be procured. These systems are normally
maintained and operated by contractors of the Army Materiel Command.
G-129. Clothing and light textile repair is essential for hygiene, discipline, and morale purposes. Clean,
serviceable clothing is provided as far forward as the brigade area. This function is typically tied to the
laundry contract, if one has been established.

Mortuary Affairs
G-130. Information in this section is derived from ATP 4-46, AR 638-8, AR 638-2, and DA PAM 638-2.
G-131. The Army mortuary affairs program includes current return operations, concurrent return
operations, and temporary interment operations. Remains of personnel for which the Army is responsible
are cared for with utmost respect in keeping with the highest traditions of military service. Deployed unit
commanders and logisticians are responsible for understanding mortuary affairs policies and unit SOPs.
Mortuary affairs support begins at the unit level. Commanders are responsible for the recovery and
evacuation of human remains of assigned and attached personnel (military, DOD civilian, and contractor)
to the nearest mortuary affairs facility (usually located at the nearest support area). This facility is the
Mortuary Affairs Collection Point (MACP). Units use the casualty evacuation (CASEVAC) process to
remove remains.
G-132. Human remains are evacuated as quickly as possible-using air transport, when available, or
retrograde convoys-to the theater mortuary evacuation point. This point is usually located in a secure area
on or near an aerial port of embarkation. Movement of human remains is situational and theater specific
and is accomplished in the most expedient manner possible (for more information, see the CASEVAC
discussion beginning at paragraph G-196).
G-133. The disposition of personal effects is a complex issue closely related to, but separate from, the
disposition of remains. Disposition policy is found in AR 638-2. The Soldier’s unit collects, inventories,
safeguards, packages, and evacuates all personal effects for the unit member. The unit uses SOP and Army
property transfer processes to accomplish this task. Personal effects travel with the human remains during
evacuation.

Facilities for Processing Remains

G-134. As stated in the field services introduction, the most likely effect of LSCO will be to overwhelm
the mortuary affairs system. When multiple remains are present, facilities must allow for simultaneous
processing as near to the site of the incident as possible. In most cases, this requires improvising. Garages,
warehouses, large tents, screened areas, and similar enclosures may be used. Arrangements must be made
for refrigeration equipment to inhibit decomposition of remains.

Mortuary Affairs Company

G-135. The mortuary affairs company has the capability to process up to 400 personnel remains per day
for up to 20 mortuary affairs collection points in a theater. This unit is typically operational control

282 ATP 5-0.2-1 07 December 2020

 Sustainment Planning Factors

(OPCON) or tactical control (TACON) to either the combat sustainment support battalion or the BCT on an
area basis. Services include limited search, recovery, and evacuation by the collection team on an area basis
and coordination of mortuary affairs processing.

Shower and Laundry

G-136. Shower, laundry, and clothing repair (SLCR) teams are assigned to outposts and sometimes
operate on a rotating basis. A quartermaster field service company can provide shower and laundry services
for up to 21,000 troops on an area basis.
G-137. Shower and laundry teams are the key elements of the theater field services function and they may
be separately deployed as far forward as BSBs. Each shower and laundry team comprises one bath unit and
one laundry advanced system. The laundry unit operates 20 hours per day. The shower unit operates 10
hours per day. The remaining operating time is for equipment maintenance.
G-138. Laundered clothing consists of 15 pounds per Soldier per week. The shower and laundry function
does not include laundry decontamination support. Water capacities required are measured in gallons per
person per day (see ATP 4-42 for more information).

PERSONNEL SERVICES
G-139. Personnel services are sustainment functions that fill and fund the force, maintain Soldier and
Family readiness, promote the moral and ethical values of the nation, and enable the fighting qualities of
the Army. Personnel services complement logistics by planning for and coordinating efforts that provide
and sustain personnel. Personnel services include human resources (HR), legal, religious, and band support.
G-140. During LSCO, some personnel services may be limited in capability to support forward deployed
units. For example, HR support such as morale, welfare, and recreation (MWR) or postal operations may
be limited to support areas or entirely unavailable. Commanders, in consultation with G-1/S-1 personnel
officers determine what services are necessary to maintain accountability and morale.

HUMAN RESOURCES SUPPORT

G-141. The functions of HR support are described below under their respective HR core competency.
Human resources core competencies are man the force, provide HR services, coordinate personnel support,
and conduct HR planning and operations. All of these functions and tasks affect the personnel aspects of
building combat power within an organization (see FM 1-0 for more detailed information).

Man the Force

G-142. Man the force is any action or function that impacts on strength or readiness of an organization.
This includes personnel readiness management, personnel accountability, strength reporting, retention
operations, and personnel information management. The challenge is getting the right Soldier with the right
qualifications to the right place at the right time.
G-143. Personnel readiness management involves analyzing personnel strength data to determine current
combat capabilities, projecting future requirements, and assessing conditions of individual and unit
readiness. Personnel readiness management is directly interrelated and interdependent upon the other
functions of man the force. Changing the priority of replacement fills should only be made based on
operational input from the commander or the G-3/S-3.
G-144. Personnel accountability is the by-name management of the location and duty status of every
person assigned or attached to a unit. It includes tracking the movement of personnel as they arrive to, and
depart from, a unit. This includes maintaining visibility of individuals as they enter, transit, and depart
theater. Additional accountability requirements may be assigned by the commander, such as accounting for
detainees, prisoners of war, host-nation or partner-nation forces, and delegations. Higher casualty rates also
increase the emphasis on personnel accountability, casualty reports, and replacement operations. Personnel
officers plan for accurate tracking of casualties and replacements through coordination with casualty liaison
teams and the human resources sustainment center.

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Appendix G

G-145. Strength reporting is turning by-name data into a numerical end product and is conducted at all
levels of command. The personnel strength reporting process starts with by-name strength data submitted to
battalion or a separate unit-level and ends with personnel systems updates. Strength reports reflect the
combat power of a unit and are used to monitor unit strength, prioritize replacements, monitor deployable
and non-deployable personnel, execute strength distribution, and make tactical and HR support decisions.
G-146. The retention operations objective is to improve readiness, enhance force alignment, and maintain
Army end strength through the development and retention of Soldiers. While unit commanders and unit
leaders are ultimately responsible for retaining Soldiers at their level, career counselors located at battalion
and above are technical experts charged with advising commanders on all aspects of the Army Retention
Program. They also determine retention eligibility, evaluate retention options, and assist with eligibility for
special commissioning programs consistent with published regulations and DA directives.
G-147. Personnel information management encompasses the collecting, processing, storing, displaying,
reconciling, and disseminating of relevant HR information about units and personnel. Commanders, HR
professionals, and planners rely on personnel information systems when performing their mission.

Provide Human Resources Services

G-148. HR services are those functions conducted by HR professionals that specifically affect Soldiers
and organizations and include essential personnel services, postal operations, and casualty operations.
G-149. Essential personnel services provide timely and accurate HR functions affecting Soldier status,
readiness, and quality of life and allow Army leadership to manage the force. Essential personnel services
include awards and decorations, evaluation reports, promotions and reductions, transfers and discharges,
identification documents, leaves and passes, line of duty investigations, Soldier applications, and
processing of military pay and entitlements.
G-150. Postal operations provide mail and postal finance services within the deployed area of operations.
Processing mail involves receiving, separating, sorting, dispatching, transporting, and redirecting ordinary,
official, insured, certified, return receipt, and registered mail; conducting multinational and international
mail exchange; and handling official casualty, contaminated, suspicious, and enemy prisoner of war mail.
Postal finance services include selling postage stamps; cashing and selling money orders; mailing
packages; providing insured mail, certified mail services, registered services, and special services
(including classified up to SECRET level); and processing postal claims and inquiries.
G-151. Casualty operations management is the collecting, recording, reporting, verifying, and processing
of casualty information from unit level to Headquarters, Department of the Army. The recorded
information facilitates next of kin notification, aids casualty assistance, eases casualty tracking and status
updates, and provides the basis for historical and statistical reports. This information is also shared with
other DOD and Army agencies to initiate required actions. Accuracy and timeliness are critical components
of casualty management, and depend on assured communications and reliable access to personnel
information.

Coordinate Personnel Support

G-152. Coordinating personnel support functions generally falls under the responsibility of the G-1 and
S-1. These functions include command interest programs; Army band operations; and morale, welfare, and
recreation operations.
G-153. Command interest programs are of general interest to organizations and Soldiers. These include,
but are not limited to, such programs as the equal opportunity program, Army voting assistance program,
Army substance abuse program, Army body composition program, Army continuing education system,
sexual harassment and assault response and prevention program, Army sponsorship program, family
readiness, and other programs. All command interest programs have regulatory guidance or statutory
requirements that S-1s must follow to ensure successful completion of the program.
G-154. Army band operations provide support to the deployed force by tailoring music support throughout
military operations. Army bands promote the Army and our national interests, enable commanders to shape
the environment to accomplish their mission, and set the conditions that lead to trust and confidence in

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 Sustainment Planning Factors

America's Army and its readiness to conduct operations in peacetime, conflict, and war (see ATP 1-19 for
detailed information on Army band operations).
G-155. MWR operations includes unit recreation, sports programs, and rest areas for military and
deployed DOD civilian personnel. MWR personnel provide these services and facilities in coordination
with unit points of contact. G-1s and S-1s coordinate and plan for MWR operations. MWR support
includes coordinated AAFES and American Red Cross support.
G-156. The American Red Cross delivers essential Red Cross services to all Army components, civilians,
and their families worldwide in order to assist them in preventing, preparing for, and coping with
emergency situations. The American Red Cross provides services such as emergency communication (for
example, death of a family member, emergency financial assistance, counseling, and comfort kits in the
deployed environment).

Conduct Human Resources Planning and Operations

G-157. Human resources leaders envision a desired HR end state in support of an operational
commander's mission requirements through HR planning and operations. Human resources leaders
communicate to subordinate HR providers and HR unit leaders the intent, expected requirements, and
desired outcomes via an operation plan and operation order. Human resources planning and operations in
support of the commander—
 Assesses the current situation and forecasts HR requirements based on the progress of the
operation.
 Executes and adjusts decisions, as necessary, to exploit opportunities or unforecasted
requirements.
 Applies human resources and support at decisive points in time.
 Estimates and stratifies casualties.

Casualty Estimates
G-158. The material in this section is derived from FM 1-0, AR 638-8, and ATP 4-02.5.
G-159. The Army assistant chief of staff (COS), personnel is the functional proponent for Army total
mission casualty estimation (killed in action, captured, missing in action, and wounded in action). The
Army Surgeon General is the functional proponent for Army disease and non-battle injury (DNBI) casualty
estimation. The Army assistant COS, personnel is the functional proponent for overall casualty estimation,
which includes both total mission casualties and DNBI casualties, to determine projected manning
requirements.
G-160. Currently, no approved casualty estimation tool exists. Casualty estimation is based on the
operations plan against the threat with all of the assumptions and mission variables (METT-TC).
Essentially, planners answer the question "How costly, in terms of casualties, is the commander's plan
going to be?" Planners develop further plans to treat casualties, evacuate casualties, and conduct other
services such as mortuary affairs, and request replacements based on casualty estimates. Casualty estimates
across the deployed force also affect the proposed needs for transportation assets, evacuation platforms,
replacement needs by time (accelerated mobilizations), medical supplies, and water estimates.
G-161. Ensuring reasonable casualty estimates requires more than a numeric estimating procedure or set
of rates. A frame of reference is critical to show how rates relate to variables. The currently approved and
mandated methodology for deriving casualty rates for operational planning is the benchmark rate structure
(see FM 1-0 for additional information on the benchmark rate structure).
G-162. These tools are based on a modified version of Dupuy's model published in 1995 (see Dupuy,
1995). Automated worksheets take into account various factors—
 Relative advantage or disadvantage.
 Unit types involved.
 Type of operation.
 Terrain.

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Appendix G

 Weather.
 Posture.
 Strength of friendly and enemy forces.
 Opposition factor.
 Surprise factor.
 Sophistication factor.
The output of the medical COA tool and Army casualty estimate tool are worksheets of estimated
casualties, required evacuation, and hospitalization estimates.

LEGAL CONSIDERATIONS
G-163. Commanders at all levels consult their legal advisor before and during the conduct of operations
(for additional information, see Department of Defense Law of War, FM 6-27/MCTP 11-10C, AR 27-1,
ADP 4-0, ADP 1-01, AR 600-8, and the Uniform Code of Military Justice [Sections 801–946, Title 10,
United States Code]).
G-164. Rules of engagement are directives issued by competent military authority that delineate the
circumstances and limitations under which United States forces will initiate and/or continue combat
engagement with other forces encountered. Also called ROE (JP 3-84). ROE are commanders' tools for
regulating the use of force. The legal sources that provide the foundation for ROE are complex and include
customary and treaty law principles from the laws of war. As a result, judge advocates participate
significantly in the preparation, dissemination, and training of ROE.
G-165. ROE serve three purposes: (1) provide guidance to deployed units on the use of force, (2) act as a
control mechanism for the transition from peacetime to combat operations, and (3) provide a mechanism to
facilitate planning. ROE provide a framework that encompasses national policy goals, mission
requirements, and the law. ROE provide parameters within which commanders must operate to accomplish
their assigned mission:
 ROE provide a limit on operations and ensure that U.S. actions do not trigger undesired
escalation, for example, by forcing a potential opponent into a "self-defense" response.
 ROE may regulate a commander's capability to influence a military action by granting or
withholding the authority to use particular weapon systems or tactics.
 ROE may also reemphasize the scope of a mission. Units deployed overseas for training
exercises may be limited to use of force only in self defense, reinforcing the training rather than
combat nature of the mission.
G-166. Unit commanders always retain the inherent right and obligation to exercise unit self defense in
response to a hostile act or demonstrated hostile intent. Unless otherwise directed by a unit commander as
detailed below, military members may exercise individual self defense in response to a hostile act or
demonstrated hostile intent. When individuals are assigned and acting as part of a unit, individual self
defense is considered a subset of unit self defense. As such, unit commanders may limit individual self
defense by members of their unit. Both unit and individual self defense include defense of other U.S.
military forces in the vicinity.

HEALTH SERVICE SUPPORT

G-167. Material in this section is derived from ADP 4-0, FM 4-0, FM 4-02, ATP 4-02.1, ATP 4-02.2,
ATP 4-02.3, ATP 4-02.5, ATP 4-02.7/MCRP 4-11.1F/NTTP 4-02.7/AFTTP 3-42.3, ATP 4-02.10, ATP 4-
02.55, ATP 4-02.83/MCRP 4-11.1B/NTRP 4-02.21/AFMAN 44-161(l), ATP 4-25.12, and TC 4-02.1.
G-168. Health service support (HSS) encompasses all support and services performed, provided, and
arranged by the AHS to promote, improve, conserve, or restore the behavioral and physical well-being of
Army personnel and, as directed, other Services, agencies, and organizations. This includes—
 Medical evacuation (MEDEVAC) (including medical regulating).
 Medical treatment (organic and area support), including—
 Dental care (treatment aspects).

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 Sustainment Planning Factors

 Behavioral health and neuropsychiatric treatment.

 Treatment of chemical, biological, radiological, and nuclear patients.
 Hospitalization.
 Medical logistics (including blood management).
G-169. The concept of medical care in theater is developed and adhered to by medical commanders and
their staffs in conjunction with the command surgeon at each echelon. The medical plan in each operation
order includes care by echelon, MEDEVAC procedures, and CASEVAC procedures.

ARMY HEALTH SYSTEM PRINCIPLES

G-170. Enduring principles underpin the AHS’ delivery of health care in a field environment. These
principles guide medical planners in developing operation plans that are effective, efficient, flexible, and
executable. AHS plans are designed to support the operational commander's scheme of maneuver while
retaining a focus on the delivery of health care. The AHS principles are—
 Conformity. Conformity with the operation order provides the most basic element of effective
AHS support.
 Proximity. Proximity provides AHS support to sick, injured, and wounded Soldiers at the right
time and the right place and keeps morbidity and mortality to a minimum.
 Flexibility. Flexibility is health care personnel prepared and empowered to shift AHS resources
as requirements change.
 Mobility. Mobility ensures that AHS assets remain in proximity to support maneuvering forces.
 Continuity. Continuity in care and treatment moves the patient through progressive, phased roles
of care, extending from the point of injury or wounding to the CONUS-support base. Continuity
of care is an attempt to maintain the role of care during movement between roles at least equal to
the role of care at the originating role (FM 4-02).
 Control. Control ensures that scarce AHS resources are efficiently employed and support the
operational and strategic plan.

ROLES OF MEDICAL CARE

G-171. A basic characteristic of organizing modern AHS support is the distribution of medical resources
and capabilities to facilities at various levels of command, diverse locations, and progressive capabilities—
these are referred to as roles of care. As a general rule, no role will be bypassed except in instances of
medical urgency, efficiency, or expediency. The rational for this rule is to ensure the
stabilization/survivability of the patient through tactical combat casualty care (TCCC), advanced trauma
management, and far forward resuscitative surgery. The four roles of medical care are—
 Role 1—First medical care a Soldier receives.
 Role 2—Advanced trauma management and TCCC.
 Role 3—Resuscitative surgical intervention.
 Role 4—Medical care at CONUS-based hospitals and other safe havens.
G-172. Role 1 care is performed expediently by self and battle buddies (first aid), nearby combat
lifesavers (enhanced first aid), and combat medics. These personnel are referred to as first responders and
their capabilities as TCCC. Tactical combat casualty care occurs during a combat mission and is the
military counterpart to prehospital emergency medical treatment. Tactical combat casualty care uses a
strictly limited range of interventions and focuses on the most likely and serious threats, injuries, and
conditions encountered in combat.
G-173. Tactical combat casualty care consists of three phases:
 Care under fire. Only lifesaving interventions that must be performed immediately are
undertaken during this phase.
 Tactical field care. Interventions directed at other life-threatening conditions, resuscitation, and
other measures to increase the comfort of the patient may be performed. Physicians and
physician assistants at battalion aid stations or during tailgate medical support also provide

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TCCC. Tailgate medical support is an economy of force device employed primarily to retain
maximum mobility during movement halts or to avoid the time and effort required to set up a
formal, operational treatment facility (for example, during rapid advance and retrograde
operations) (FM 4-02).
 Tactical evaluation. Casualties are transported to a medical treatment facility (MTF) by aircraft
or vehicles augmented, if possible, with dedicated medical personnel who can perform limited
medical care and response.
 Combat medics, the physician, the physician assistant, or the health care specialist provide
Role 1 medical treatment in the battalion aid station.
G-174. Role 2 care is rendered at the role 2 MTF, which is operated by medical companies’ area support
squad medical treatment platoon. The area support squad examines patients and evaluates wounds and
general medical conditions to determine treatment and evacuation precedence. The area support squad
continues advanced trauma management, including resuscitation, and, if necessary, institutes additional
emergency measures. Treatments do not extend beyond measures dictated by immediate necessity.
G-175. The role 2 MTF provides greater capability to resuscitate trauma patients than is available at role 1
locations. Patients who can return to duty within 72 hours are held for treatment. Role 2 care can evacuate
patients from role 1 locations and provide role 1 medical treatment on an area support basis for units
without organic role 1 resources. The role 2 MTF has the capability to provide packed red blood cells
(liquid), limited x-ray, clinical laboratory, operational dental support, combat and operational stress control,
preventive medicine, and when augmented, physical therapy and optometry services.
G-176. Role 3 MTFs are staffed and equipped to provide care—including resuscitation, initial wound
surgery, damage control surgery, and postoperative treatment—to all categories of patients. Role 3 care
expands support provided at role 2. Patients unable to tolerate and survive movement over long distances
receive surgical care in a hospital as close to the supported unit as the tactical situation allows. Role 3
includes provisions for—
 Coordinating patient evacuation.
 Providing care with proper staff and equipment for all categories of patients in an MTF.
 Providing support on an area basis to units without organic medical assets.
G-177. Role 4 medical care is found in CONUS-based hospitals and other safe havens (to include robust
overseas MTFs). If mobilization requires expansion of military hospital capacities, then the Department of
Veterans Affairs and civilian hospital beds in the National Disaster Medical System are added to meet the
increased demand created by evacuation of patients from the AO. Support-based hospitals represent the
most definitive medical care available within the AHS.

PERSONNEL ACTIVE IN INITIAL CARE OF CASUALTIES

G-178. Combat Lifesavers. A combat lifesaver is a nonmedical Soldier of a unit trained to provide
enhanced first aid as a secondary mission.
G-179. Combat Medics. Combat medics are organic to medical platoons or sections. They are normally
placed under the operational control of platoons or companies of maneuver battalions. Combat medics
provide TCCC to wounded Soldiers.
G-180. Ambulance Squads. An ambulance squad consists of two ambulance teams that each have one
ambulance and two ambulance aides (for a total of two ambulances and four ambulance aides). Ambulance
squads are organic to medical platoons, brigade support medical companies assigned to brigade combat
teams, medical companies (ground ambulance), and medical companies (area support) assigned to medical
battalions (multifunctional). Ambulance squads provide direct support for ground MEDEVAC or they
provide ground MEDEVAC on an area support basis throughout an AO. The ambulance teams of a
battalion's medical platoon are in direct support of a company or team or collocated with the treatment
squad at a battalion aid station. When collocated, ambulance teams are dispatched from the battalion aid
station to reinforce a team in direct support or to evacuate patients from units in area support.

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 Sustainment Planning Factors

G-181. Treatment squad (medical platoon). The treatment squad consists of the field surgeon, a
physician assistant, three health care sergeants, and three health care specialists. The squad establishes the
battalion aid station as far forward as possible, performs triage, and provides care to the casualty.
G-182. Treatment Squad (brigade support medical company). The treatment squad consists of an
emergency physician, a physician assistant, three health care sergeants, and three health care specialists.
The squad provides augmentation to the battalion medical platoons, sick call operations, emergency
medical treatment, and advanced trauma management.
G-183. Area support squad (brigade support medical company). The area support squad comprises
one Dental Corps officer, a dental specialist, a radiology sergeant, a radiology specialist, a medical
laboratory sergeant, and a medical laboratory specialist. The squad is organic to the medical companies of
BCTs and medical company (area support) in echelons above brigade. The medical companies of the BCT
have two additional personnel in their area support squads: a physical therapist and a physical therapy
sergeant. The dental officer is trained in advanced trauma management and provides additional treatment
capabilities to the role 2 MTF during mass casualty situations. The squad also provides limited clinical
laboratory and radiology services commensurate with role 2 capabilities.
G-184. Medical treatment squad (area) (brigade support medical company). The area support squad
comprises one field surgeon, one senior physician assistant, three health care sergeants, and three health
care specialists. This squad is the base medical treatment element that provides troop clinic-type services
and advanced trauma management within the brigade support area (BSA).
G-185. Patient holding squad (brigade support medical company). The patient holding squad consists
of a medical-surgical nurse, two health care sergeants, and two health care specialists. It is capable of
holding and providing minimal care for up to 40 return-to-duty patients in the medical company (area
support) and 20 return-to-duty patients in the medical companies of the BCT. This squad is organic to the
medical companies of BCTs and the medical company (area support) (MCAS).
G-186. Forward resuscitative surgical detachment. The forward resuscitative surgical detachment is
attached to the field hospital when not operationally employed forward. The resuscitative forward surgical
detachment may be further attached to BCT medical companies or MCAS. Its mission is to provide forward
damage control resuscitation and damage control surgery, enabling patients to withstand further evacuation.
G-187. Medical company (area support). The MCAS provides role 1 and role 2 AHS support to units
located in its AO. It provides area medical support for designated non-brigade combat team units
including—
 Treatment of patients with disease and minor injuries, triage of mass casualties, initial
resuscitation or stabilization, advanced trauma management, and preparation for further
evacuation of ill, injured, and wounded patients who are incapable of returning to duty within 72
hours.
 Treatment squads which are capable of operating independently of the MCAS for limited
periods of time.
 Evacuation of patients from units within the MCAS AO.
 Emergency medical supply and resupply to units operating within the MCAS AO.
 Behavioral health consultation and education support, to include coordinating operations of
attached combat and operational stress control elements operating within the MCAS AO.
 Pharmacy services, laboratory, and radiological services commensurate with role 2 medical
treatment.
 Operational dental care services to include emergency dental, stabilization of maxillofacial
injuries, essential care to prevent and manage potential dental emergencies, and limited
preventive dentistry.
 Patient holding for up to 40 patients.
 Outpatient consultation services for patients referred from units with only role 1 capabilities.
G-188. Combat support hospital or hospital center. When treatment is insufficient at the AHS, a patient
may be transferred to a hospital. A hospital provides essential care to either return the patient to duty or
stabilize the patient for evacuation to a definitive care facility outside the AO. The capacity of a combat

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Appendix G

support hospital is 248 beds and 240 beds for a hospital center. Table G-28 shows an example of the
number of beds and operating tables each type of hospital unit can hold and the number of surgical hours
each unit can produce in 24 hours.
Table G-28. Example hospital center configuration (maximum 240 beds)
ATP 4-02.55
Hospital units Intensive Intermediate Minimal Surgical Surgical hours
care beds care beds care beds tables per 24 hours
Field hospital (32 bed) 12 20 0 2 36
Field hospital (32 bed) 12 20 0 2 36
Hospital augmentation detachment
24 0 0 2 36
(surgical 24 bed)
Hospital augmentation detachment
12 20 0 0 0
(medical 32 bed)
Hospital augmentation detachment
0 60 0 0 0
(intermediate care ward 60 bed)
Hospital augmentation detachment
0 60 0 0 0
(intermediate care ward 60 bed)
Totals 60 180 0 6 108

G-189. Figure G-8 depicts an example of the relative placement of roles 1–3 medical units by echelon on
the battlefield in the patient care framework (see ATP 4-02.10).

Figure G-8. Health service support Roles 1–3 patient care framework

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 Sustainment Planning Factors

CASUALTY REPORTING
G-190. For purposes of casualty reporting, a casualty is defined as any person lost to an organization that
has been declared deceased, duty status-whereabouts unknown, excused absence-whereabouts unknown,
missing, injured, or ill. Commanders at all echelons are responsible for timely reporting of casualties to
superiors and casualty assistance centers in their AOs. The casualty assistance center is usually associated
with mortuary affairs for deceased personnel but also manages reporting of evacuated injured and ill
personnel. Release of information for casualties of any disposition is governed by AR 360-1 (see AR 638-8
for more details). Categories of casualties are detailed in table G-29.

Table G-29. Types of casualties

Type Description
Injuries or illness not threatening life, limb, or eyesight. May or
Not seriously ill/injured (NSI) may not require hospitalization. Medical authority classifies as less
severe than SI.
Injuries or illness threatening life, limb or eyesight. Requires
medical attention, and medical authority declares that death is
Seriously ill/injured (SI)
possible, but not likely, within 72 hours or the severity of the injury
is such that it is permanent and life altering.
Injuries or illness causing loss of limb or eyesight or likely to cause
Very seriously ill/injured (VSI) loss of life. Medical authority declares it more likely than not that
death will occur within 72 hours.
Duty status-whereabouts unknown Unknown whereabouts of personnel while on duty. Is a transitory
(DUSTWUN) or temporary casualty status.
Excused absence-whereabouts Unknown whereabouts of personnel while on leave or excused
unknown (EAWUN) absence.
Unknown whereabouts of personnel after initial search conducted
(following DUSTWUN or EAWUN report unless situation compels
Missing a missing status on the initial casualty report (such as kidnapping
or loss of accountability during kinetic operations (missing in
action))
A casualty status applicable to a person who is either known to
have died, determined to have died on the basis of conclusive
Deceased evidence, or declared dead on the basis of a presumptive finding
of death. The recovery of remains is not a prerequisite to
determining or declaring a person deceased.

MEDICAL AND CASUALTY EVACUATION PROCESS

G-191. The first person to see a Soldier is their buddy. Buddy care stabilizes a casualty until a combat
lifesaver can attend. When combat lifesaver care is exhausted, the combat medic provides tactical casualty
care in the field. When a casualty needs to be evacuated, the combat medic requests evacuation using the 9-
line MEDEVAC request.
G-192. Evacuation occurs based on the category (priority) of the casualty, availability of assets, and other
factors such as terrain or enemy. The first unit in the evacuation chain is normally the ambulance squad.
The ambulance squad evacuates to the nearest MTF or casualty collection point. The patient is further
evacuated, as necessary and by priority, by either ground or air evacuation. The scheme of evacuation
generally follows the same path as medical care capability. Figure G-9 on page 292 depicts a notional
patient flow during MEDEVAC and CASEVAC. Table G-30 on page 292 details evacuation priorities.
G-193. Some considerations for evacuation planning are—
 Proximity of medical assets.
 Role 1 treatment area support.
 Route reconnaissance and rehearsals.
 Aid station and ambulance exchange point (AXP) layout and markings.

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Appendix G

 Situational awareness graphics.

 Planning, resourcing, and use of nonstandard evacuation assets.
 Communication plan.
 Casualty estimates.
 Plan for reconstitution of role 1 treatment and evacuation assets.

ATP 4-02.2
Figure G-9. Patient flow from point of injury to role 3

Table G-30. Categories of evacuation precedence

ATP 4-02.2; ATP 4-25.13
Priority Description
Is assigned to emergency cases that should be evacuated as soon as
Priority I—Urgent possible, and within a maximum of 1 hour, to save life, limb, or eyesight; to
prevent complications of serious illness; and to avoid permanent disability.
Is assigned to patients who should be evacuated as soon as possible, and
Priority IA—Urgent within a maximum of one hour, who must receive far forward surgical
surgical intervention to save life, limb, or eyesight and to stabilize them for further
evacuation.
Is assigned to sick and wounded personnel requiring prompt medical care.
This precedence is used when the individual should be evacuated within 4
hours, if the medical condition could deteriorate to such a degree that they
Priority II—Priority
will become an URGENT precedence, if their requirements for special
treatment are not available locally, or if they will suffer unnecessary pain or
disability.
Is assigned to sick and wounded personnel requiring evacuation but whose
Priority III—Routine condition is not expected to deteriorate significantly. The sick and wounded
in this category should be evacuated within 24 hours.
Is assigned to patients for whom evacuation by medical vehicle is a matter
Priority IV—Convenience
of medical convenience rather than necessity.
Note. NATO STANAG 3204 has deleted the category of Priority IV—Convenience, but this category is still included in
the U.S. Army evacuation priorities because the need for it exists in an operational environment.

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 Sustainment Planning Factors

Medical Evacuation
G-194. MEDEVAC is the routine evacuation of injured personnel from lower echelon medical care to
higher echelon medical care. MEDEVAC is conducted using dedicated lift, with medical care available,
and by priority. MEDEVAC planning is conducted within all sustainment planning (see ATP 4-02.2 for
more information).
G-195. Air MEDEVAC capabilities include the 15x HH-60M aircraft MEDEVAC company, which breaks
down into four forward support MEDEVAC platoons and one area support platoon. Typically, a forward
support MEDEVAC platoon consisting of three HH-60M air ambulance helicopters in support of an
aviation task force. The area support platoon also operates three HH-60M aircraft and performs both point
of injury missions as well as area support patient transfer missions. The forward support MEDEVAC
platoon leader or designated representative briefs the air MEDEVAC plan at the air mission coordination
meeting, the air mission briefing, and the health service support rehearsal. Table G-31 on pages 293–294
details the litter and ambulatory capacities for dedicated ground and air platforms. Table G-32 on page 294
details United States Air Force evacuation platforms. Table G-33 on page 295 details vessel and rail car
MEDEVAC capabilities.

Table G-31. Ground and air evacuation

ATP 4-02.55 and NTTP 4-02.M/MCRP 4-11.1G
Type Litter Ambulatory Combination
MEDEVAC (ground)
M997 HMMWV 4 6 2 Litter/3 ambulatory
MEV, STRYKER 4 6 2 Litter/2-4 ambulatory
M113 ambulance 4 6-8 2 Litter/3-4 ambulatory
M1266A1 LWB MRAP ambulance 2 4 1 Litter/2 ambulatory
AMPV medical evacuation 4 6 2 Litter/3 ambulatory
MEDEVAC (rotary wing)
HH-60M without hoist 6 7 4 Litter/1 ambulatory
HH-60M with hoist 4 4 4 Litter/1 ambulatory
CASEVAC (ground)
HMMWV M998 series 3 5
M1081 LMTV 7 12
M1093 MTV 8 14 Varies with configuration
M977A4 HEMTT 9
M871 22 1/2 ton cargo trailer 16
CASEVAC (rotary wing)
0 31
4 25
CH-47 Chinook (multiple 8 19
evacuation configurations with litter 12 16 Varies with configuration
support kit installed) 16 9
20 4
24 1
CASEVAC (fixed wing)
C-12 Huron 0/2 8/4
Varies with configuration
C-23 Sherpa 0 20

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Appendix G

Table G-31. Ground and air evacuation (continued)

ATP 4-02.55 and NTTP 4-02.M/MCRP 4-11.1G

U.S. Navy/Marine Corps CASEVAC (ground)
MRAP CAT II ISS 2 4
LAV 25 0 4
LAV-L 4 7
7-ton truck 10 20
U.S. Navy/Marine Corps CASEVAC (rotary wing)
UH-1Y Huey 6 10
CH-46 Sea Knight 15 22
CH-53 Sea Stallion 24 37
V-22 Osprey 13 24

Table G-32. United States Air Force evacuation platforms

ATP 4-02.55
USAF floor loading capacities (fixed wing)
Type Litter
C-130 15
C-17 48 (12 litter patients can be loaded on the ramp)
KC-135 8
USAF MEDEVAC (fixed wing)
AE configuration AE-1 AE-2 AE-3 AE-4 AE-5
C-130 H / J-30 Litter spaces 30 72/92 20 50/60 10
Total seats* 46/62 6/10 44/62 30/62 31/45
AE configuration AE-1 AE-2 AE-3 AE-4
C-17 Litter spaces 9 36 9 6
Total seats* 54 54 90 49
AE configuration AE-1 AE-2 AE-3
KC-135 Litter spaces 6 9 15
Total seats* 31 28 20
AE configuration AE-1
C-12J Litter spaces 1
Total seats* 10
Litter spaces 1
C-21
Total seats* 5
* Actual seats may decrease based on crew complement, mission requirements, and patient load.
AE aeromedical evacuation

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 Sustainment Planning Factors

Table G-33. Vessel and rail car evacuation

JP 4-02 and ATP 4-02.55
MEDEVAC vessels
Type Litter Ambulatory Comments
12 operating rooms, 88 intensive care beds, maximum
USNS Mercy patient flow is 300 patients per 24 hours. Limited
1,000 1,000
USNS Comfort capability to receive patients by boat. Primary means is
by helicopter.
Six main ORs, four dental ORs, bed capacity that can be
Wasp class amphibious
expanded to 600, and it carries 1,500 pints of frozen
assault ship (LHD) 604 604
blood. This ship can receive casualties from helicopters
(multipurpose)
or landing craft.
Three main ORs, two dental ORs, an overflow bed
Tarawa class amphibious
capacity of 300, and carries 1,500 pints of frozen blood.
assault ship (LHA) (general 367 367
The ship can receive casualties from helicopters or
purpose)
landing craft.
Iwo Jima class amphibious
222 222 2x ORs and overflow bed capacity of 200.
assault ship (LPH)
Amphibious transport dock
14 14
(LPD)
Dock landing ship (LSD) 50 108 Designate as a secondary casualty receiving ship due to
Amphibious cargo ship (LKA) 12 12 limited medical capabilities.
Amphibious command ship
24 24
(LCC)
MEDEVAC Rail Cars
Ambulance, railway car
24 30
(NATOHN)
Ambulance, railway car,
21 21
personnel

Casualty Evacuation
G-196. Information from this section is derived from ATP 4-25.13, ATP 4-02.5, AR 638-8, AR 360-1, and
TC 4-02.1.
G-197. Casualty evacuation is used by nonmedical units to refer to the movement of casualties aboard
nonmedical vehicles or aircraft without enroute medical care (FM 4-02). If a combat medic is unavailable
to provide care enroute, a combat lifesaver may accompany the casualties to monitor their conditions.
G-198. Evacuate casualties from their current location when their injuries cannot be treated at the organic
level and their continued presence in the area presents a risk to life, limb, or eyesight. Staffs and
commanders at all echelons plan for standardization and provision of equipment, transportation, and SOPs
to facilitate evacuation of expected numbers of casualties.

CASEVAC Planning
G-199. Allocate litter-configured platforms for CASEVAC, if available. The number of platforms depends
on the mission and the casualty estimate. CASEVAC with standard UH-60 assets are considered if aircraft
are available for support.
G-200. Consider all available ground vehicles for augmenting MEDEVAC assets in an emergency. The
key to success is identifying the vehicles, drivers, and medical personnel or combat lifesavers who can
accompany casualties. Equip each of the planned vehicles with a warrior aid and litter kit (WALK®). The
WALK® provides users with enough medical supplies and a stable evacuation platform for two critically
injured casualties. Coordinating for the release of these assets upon demand, rather than waiting for a mass
casualty situation, is crucial to the success of the operation.

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Appendix G

MEDICAL CAPABILITY PLANNING

G-201. Tables G-34 through G-37 on pages 296–297 and figure G-10 on page 298 detail various planning
factors for medical support.

Table G-34. Estimated combat support hospital operational space requirements

ATP 4-02.5
Hospital unit Required square meters
Early entry element (44 bed) 14,600
Hospital element (40 bed) 8,500
Company A (84 bed) 23,100
Company B (164 bed) 23,100
Combat support hospital (248 bed) 37,700

Table G-35. Estimated hospital center operational space requirements

ATP 4-02.10
Hospital unit Required square meters
Headquarters and headquarters detachment 4,600
Field hospital (32 bed) 27,500
Hospital augmentation detachment (surgical 24 bed) 4,500
Hospital augmentation detachment (medical 32 bed) 950
Hospital augmentation detachment (intermediate care ward 60 bed) 1,300
Hospital center (240 bed) with 1 or 2 field hospitals 39,900 or 67,400

Table G-36. Estimated medical water planning factors

ATP 4-02.10
Patient care Gallons required 84-bed hospital 164-bed hospital 248-bed combat
per day company company support hospital
Clean up 1.00 per bed 84 164 248
Bed bath 5 per bed patient 420 820 1,120
Bed pan wash 1.50 per bed 126 246 372
Laboratory test 0.20 per bed 16.8 32.8 49.6
Sterilizer 45.00 per sterilizer 3,780 7,380 11,160
X-ray processor 5.00 per X-ray 420 820 1,120
Hand washing 2.00 per bed 168 328 496
Showers 3.40 per 0 0 0
ambulatory patient
Total 5,014.8 9,790.8 14,656.6
SURGICAL
Scrub 8.00 per case 672 1,312 1,984
Instrument rinse 2.00 per case 168 328 496
Instrument cleaning 7.00 per unit 588 1,148 1,736
Operating room 3.00 per case 48 96 144
cleanup
Total 1,476 2,884 4,360

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 Sustainment Planning Factors

Table G-36. Estimated medical water planning factors (continued)

ATP 4-02.10
Patient care Gallons required 84-bed hospital 164-bed hospital 248-bed combat
per day company company support hospital
HOSPITAL LAUNDRY
Hospital linen 3.00 per pound 898.98 1,558.77 2,457.75
Total 898.98 1,558.77 2,457.75
STAFF/PATIENT
Direct care worker 3.20 per direct 448 720 1,168
care worker
Food preparation 1.00 per meal 260 432 692
Showers 3.40 per direct 476 765 1,241
care worker
Total 1,184 1,917 3,101
Grand total 8,573.78 16,150.57 24,575.35

Table G-37. Class VIII pounds per hospital admission type

ATP 4-02.10
Class VIII planning factors
Wounded-in-action Disease and nonbattle Blister Nerve planning
planning factor as injuries planning factor planning factor factor as
Roles of care pounds/wounded- as pounds/disease and as pounds/ pounds/nerve
in-action hospital nonbattle injury blister hospital hospital
admission hospital admission admission admission
Roles 1 and 2 57 pounds 27 pounds 3 pounds 7 pounds
Role 3 320 pounds 84 pounds 19 pounds 89 pounds
Note. Population supported items planning factor = 0.19 pounds per Soldier per day

07 December 2020 ATP 5-0.2-1 297

Appendix G

ATP 4-02.1
Figure G-10. CL VIII planning factors

298 ATP 5-0.2-1 07 December 2020

 Appendix H
Protection Planning Factors

Appendix H provides a variety of planning factors for the protection warfighting

function. It includes topics such as air defense planning factors, CBRN
decontamination requirements, and Army personnel recovery and requirements.

AIR DEFENSE PLANNING FACTORS

H-1. This section presents air defense planning factors. Table H-1 is derived from MSTP 5-0.3 and
ATP 3-01.8.
Table H-1. Air defense planning factors
# of # of Coverage
Engagement
launchers missiles angle of
Type Targets Planning range range
per per supporting
(planning)
organization launcher radar
Airplanes, Track =
4x batteries
Helicopters, 120
Patriot per Patriot or 70 km
UAV, TBM, 100 km 16x degrees
(MIM- AMD BN; 6x
TASM, (ANMPQ-53) PAC-3 (PAC-3)
104) launchers per Search =
Cruise
battery 90 degrees
missiles
40 km ANMPQ- 8x 4 km
360
Airplanes, 4 Sentinel radar; 24 fire units Stinger (Stinger)
Avenger degrees
Helicopters, Avenger has on per AMD per
Stinger out to 75 2 km
UAV board visual or battalion Avenger
km (.50-cal)
FLIR systems fire unit

DECONTAMINATION REQUIREMENTS
H-2. Tables H-2 through H-4 on pages 300–301 provide planning factors from ATP 3-11.32/MCWP
10-10E.8/NTTP 3-11.37/AFTTP 3-2.46. These planning factors assist with chemical, biological,
radiological, and nuclear (CBRN) decontamination.

07 December 2020 ATP 5-0.2-1 299

Appendix H

Table H-2. Decontamination levels and techniques

Best start
Level Purpose Technique Done by
time*
Before 1
Saves lives Skin decontamination Individual
minute
Stops agent from Personnel wipe down Individual or buddy
Immediate
penetrating Within 15
Operator spray down Individual or crew
Limits agent spread minutes
Spot decontamination Individual or crew
MOPP gear exchange Within 6 Contaminated unit
Continues operations in hours**
a contaminated
Operational Battalion/squadron
environment
Within 6 crew/team or
Limits agent spread Vehicle wash down***
hours decontamination
unit
Detailed aircraft
decontamination (DAD), When
Provides probability of Decon PLT or
detailed equipment mission
Thorough long-term MOPP contaminated unit,
decontamination (DED) allows
reduction as applicable
and/or detailed troop reconstitution
decontamination (DTD)
Dispose of and replace the Supporting
Allows unrestricted contaminated item, strategic resources
When
transportation, equipment, or material (military
mission
Clearance maintenance, commanders,
Contaminated surface, allows
employment, and subject matter
component, repair, restoration
disposal experts, and other
replacement stakeholders)
*The techniques become increasingly less effective the longer they are delayed.
**Consider performance degradation, equipment limitation, and health risk assessment when exceeding six hours.
***Vehicle washdown is most effective within 1 hour but often has to be delayed for logistical reasons.

Table H-3. Operational decontamination checklist

If the task force has no decon assets, request assistance from the next higher
Decon assessment
headquarters for needed support.
Task force chemical section conducts coordination with contaminated unit of
Coordination where decon linkup point is located. The decontamination should be conducted
between 1 and 6 hours after becoming contaminated.
Consider the following when selecting a site:
Off main route, but easy access
Large enough area to decon element
Site selection
Good overhead concealment (when possible)
Water source (when available)
Good drainage
Ensure TF decon crew knows where decon site and decontamination linkup points
Rendezvous
are located
Ensure the power-driven decontamination equipment (PDDE) are positioned
properly and ready to dispense hot, soapy water
Site setup Ensure the contaminated unit operates the MOPP gear exchange at the same
time as the vehicle wash down (provide battalion chemical NCO to supervise, if
needed)

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 Protection Planning Factors

Table H-3. Operational decontamination checklist (continued)

Ensure the drivers of the contaminated vehicles on the movement control plan of
Site control and the vehicle wash down line.
security
Ensure the contaminated unit has security of the site.
Processing Decon NCOIC ensures rate of flow of vehicles
Decon NCOIC ensures the MOPP gear exchange area is cleaned up
Cleanup
Decon NCOIC ensures the vehicle wash down lane is cleaned up.
Marking and Decon NCOIC has the team properly mark the decon site and send NBC 5 report
reporting up.

Table H-4. Decontamination area planning

Operational decontamination Thorough decontamination
120 m2 per squad or armored 5x different 500m2 sites over a distance of 1.5kms that is oriented
vehicle with the wind
*Ideally, decontamination locations are 15 km from populated areas and provides adequate space, multiple access
routes, sufficient water and utility support, and a degree of personnel protection from elements and threats

ARMY PERSONNEL RECOVERY

H-3. Material for this section is derived from FM 3-50. For additional information, see AR 525-28,
ATP 3-18.72, and ATP 3-50.10/MCRP 3-05.3/NTTP 3-57.6/AFTTP 3-2.90.
H-4. Army personnel recovery is the military efforts taken to prepare for and execute the recovery and
reintegration of isolated personnel (FM 3-50). In most cases, a unit conducts a recovery making full use of
the in-place Army personnel recovery (PR) capabilities and the designated recovery forces. Army
commanders consider four general approaches (sometimes referred to as methods) to conduct PR:
unassisted, immediate, deliberate, or external supported.
 Unassisted PR is the unaided return of isolated personnel to their unit or organization. Isolated
persons use evasion and survival techniques to establish contact and return to secure areas.
 Immediate recovery involves the immediate efforts of the company to locate and bring isolated
personnel back to secure areas and reintegrate them.
 Deliberate recovery efforts involve dedicated assets and personnel conducting recovery
operations. These efforts are pre-planned events triggered by an isolating event. They can
involve detachments, specified assets, or whole units.
 External-supported recovery involves recovery efforts by dedicated support from external
organizations (such as host nation, partner nation, or interagency organizations). These
operations can be conducted in support of, or in coordination with, U.S. forces.
H-5. Commanders must be aware of PR plans from theater level through their own echelon prior to
conducting operations. Staff activities in planning and conduct of PR are contained in FM 3-50.
H-6. PR starts at the home station with training and the creation of an individual isolated personnel report
(ISOPREP). Each Soldier submits an ISOPREP prior to deployment and updates the ISOPREP information
annually or per standard operating procedure (SOP). Requirements for ISOPREP information input,
storage, and management are detailed in AR 525-28 Chapter 6.

07 December 2020 ATP 5-0.2-1 301

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 Appendix I
Command and Control Planning Factors

This appendix provides a variety of planning factors for the command and control
warfighting function. It includes topics such as command and support relationships,
tactical mission tasks, and electromagnetic warfare.

COMMAND AND SUPPORT RELATIONSHIPS

I-1. This section covers various command and support relationships and associated responsibilities. At
different times, U.S. forces can find themselves in these varied relationships with regard to their higher
headquarters.

U.S. ARMY COMMAND RELATIONSHIPS

I-2. Table I-1 on pages 303–304 shows U.S. Army command relationships.

Table I-1. U.S. Army command relationships

FM 6-0
Then inherent responsibilities are—

support relationship of—

unit further command or
communications with—
May be task-organized

Can impose on gained

ADCON responsibility

Are assigned position

Provide liaison to—

relationship with—

Establish/maintain
Unless modified,

established by—
goes through—
Have command

Have priorities
or AO by—

If
relation-
by—1

ship is—

Army HQ Attached;
All organic
specified OPCON;
forces Organic Organic Organic
Organic in N/A N/A TACON;
organized HQ HQ HQ
organizing GS; GSR;
with the HQ
document R; DS
As
ASCC or
OPCON As required
Gaining Gaining As required Service-
Assigned Gaining unit Chain of required by by
HQ Army HQ by OPCON assigned
command OPCON OPCON
HQ
HQ
Attached;
As
Unit to OPCON;
Gaining Gaining Gaining required by Gaining
Attached Gaining unit which TACON;
unit Army HQ unit gaining unit
attached GS; GSR;
unit
R; DS

07 December 2020 ATP 5-0.2-1 303

Appendix I

Table I-1. U.S. Army command relationships (continued)

FM 6-0
Then inherent responsibilities are—

unit further command or

communications with—
May be task-organized

Can impose on gained

ADCON responsibility

Are assigned position

support relationship
Provide liaison to—
relationship with—

Establish/maintain
Unless modified,

established by—
Have command

goes through—

Have priorities
or AO by—
If
relation-

by—1

of—
ship is—

Parent As As required OPCON;

and Gaining required by by gaining Gaining TACON;
OPCON 2
Gaining unit Parent unit
gaining unit gaining unit and unit GS; GSR;
units unit parent unit R; DS
As As required
TACON;G
Parent required by by gaining Gaining Gaining
TACON Gaining unit Parent unit S GSR;
unit gaining unit and unit unit
R; DS
unit parent unit
Note. 1. In NATO, the gaining unit may not task-organize a multinational force (see TACON)
2. Gaining unit may pass OPCON to lower HQ
ADCON administrative control headquarters GSR general support-reinforcing
ASCC Army Service component command NATO North Atlantic Treaty Organization
DS direct support OPCON operational control
GS general support TACON tactical control

U.S. ARMY SUPPORT RELATIONSHIPS

I-3. Tables I-2 and I-3 on pages 304–305 show U.S. Army support relationships.
Table I-2. U.S. Army support relationships
FM 6-0
Then inherent responsibilities are—
position or an area
relationship with—

gained unit further

of operations by—

support relation-
communications

established by—
Have command

organized by—

Can impose on
Are assigned a

Provide liaison

Have priorities
May be task-

sustainment

Establish/

ship of—
maintain

If relation-
Receive

from—

with—
to—

ship is—

Direct Parent Parent Parent Supported Supported Parent unit; Supported

See note1
support1 unit unit unit unit unit supported unit unit
Reinforced
Parent Parent Parent Reinforced Reinforced Parent unit; Not
Reinforcing unit; then
unit unit unit unit unit reinforced unit applicable
parent unit
Reinforced Parent unit;
General Reinforced unit
Parent Parent Parent
unit and as Not then
support- Parent unit and as required
unit unit unit
required by applicable reinforced
reinforcing by parent unit
parent unit unit
As required
General Parent Parent Parent As required by Not
Parent unit by parent Parent unit
support unit unit unit parent unit applicable
unit
Commanders of units in direct support may further assign support relationships between their subordinate units and
elements of the supported unit after coordination with the supported commander.

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 Command and Control Planning Factors

Table I-3. U.S. Artillery supporting roles

Answers
calls for Establish Furnishes Is
Artillery unit Establish Has as its Has fires
fire in comms forward positioned
mission liaison with zone of fire planned by
priority with observers by
from
Supported Supported Supported Zone of action To each Unit CDR as Develop own
units own unit (down unit of supported maneuver needed or fire plan in
Direct observers to BN unit company of ordered by coordination
support (DS) higher Level) supported higher arty with
artillery HQ unit HQ supported
unit
Reinforced Reinforced Reinforced Zone of action Upon Reinforced Reinforced
unit own unit unit of supports request of unit or as unit
Reinforcing
observers unit reinforce ordered by
(R)
higher units higher arty
artillery HQ HQ
Higher No inherent No inherent Zone of action No inherent Higher Higher
General artillery HQ requirement requirement of supports requirement artillery HQ artillery HQ
support (GS) own unit
observers
Higher Reinforced Reinforced Zone of action Request of Higher Higher
artillery HQ unit unit of supports reinforced artillery HQ artillery HQ
General
reinforced unit to include unit subject or reinforce
support
unit own that of to the unit (with
reinforcing
observers reinforced unit approval of higher
(GSR)
higher artillery HQ)
artillery HQ

NATO LEVELS OF AUTHORITY

I-4. NATO has 5 levels of authority (defined in AAP-06):
 NATO full command. The military authority and responsibility of a commander to issue orders
to subordinates. It covers every aspect of military operations and administration and exists only
within national services.

Note. The term "command" as used internationally, implies a lesser degree of authority than in a
purely national sense. No NATO or coalition commander has full command over the forces
assigned because, in assigning forces to NATO, nations delegate only operational command or
operational control.

NATO operational command (OPCOM). The authority granted to a commander to assign


missions or tasks to subordinate commanders, to deploy units, to reassign forces, and to retain or
delegate operational and/or tactical control as the commander deems necessary. It does not
include responsibility for administration.
 NATO operational control (OPCON). The authority delegated to a commander to direct forces
assigned so that the commander may accomplish specific missions or tasks which are usually
limited by function, time, or location; to deploy units concerned; and to retain or assign tactical
control of those units. It does not include authority to assign separate employment of
components of the units concerned. Neither does it, of itself, include administrative or logistic
control.
 NATO tactical command (TACOM). The authority delegated to a commander to assign tasks
to forces under their command for the accomplishment of the mission assigned by higher
authority.
 NATO tactical control (TACON). The detailed and usually local direction and control of
movements or maneuvers necessary to accomplish missions or tasks assigned.
See table I-4 on page 306 for additional details on NATO levels of authority.

07 December 2020 ATP 5-0.2-1 305

Appendix I

Table I-4. NATO levels of authority

FM 3-16
Authority FULLCOM OPCOM OPCON TACOM TACON
Direct authority to deal with nations, diplomatic
X
missions, and agencies
Granted to a command X X
Delegated to a command X X X
Set chain of a command to forces X
Assign mission/designate objective X X
Assign tasks X X X
Direct/employ forces X X X X
Establish maneuver control measures X X X X X
Reassign forces X X
Retain operational control X X
Delegate operational control X X X
Assign tactical command X X
Delegate tactical command X X X
Retain tactical control X X X
Deploy force (information/within theater) X X X
Local direction/control designated forces X X X
Assign separate employment of unit
X X
components
Directive authority for logistics X
Direct joint training X
Assign/reassign subordinate
X
commanders/officers
Conduct internal discipline/training X
The national authority always retains FULL COMMAND by Allied doctrine.

X Has this authority

Denied authority or not specifically granted

TACTICAL MISSION TASKS DEFINITIONS AND GRAPHICS

I-5. A tactical mission task is 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 (FM 3-90-1).
I-6. Tactical mission tasks address actions by friendly forces. They are the actions, the "what," the
commander wants the friendly force to perform. These actions are normally measurable. Tasks involving
only actions by friendly forces rarely provide sufficient clarity for a mission statement, thus the addition of
a solid purpose coupled with a task aids clarity and understanding. As shown in table I-5 on pages
307–311, most of these actions have associated tactical mission graphics that are used in course of action
(COA) development and sketches as part of the military decision-making process.

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 Command and Control Planning Factors

Table I-5. Common tactical mission tasks

Tactical task Graphic Definition

Ambush is an attack by fire or other destructive means

AMBUSH from concealed positions on a moving or temporarily
halted enemy (FM 3-90-1).

Attack by fire is a tactical mission task in which a

commander uses direct fires, supported by indirect fires,
ATTACK BY FIRE to engage an enemy force without closing with the
enemy to destroy, suppress, fix, or deceive that enemy
(FM 3-90-1).

Block is a tactical mission task that denies the enemy

BLOCK access to an area or prevents the enemy’s advance in a
direction or along an avenue of approach (FM 3-90-1).

Block is also an obstacle effect that integrates fire

planning and obstacle efforts to stop an attacker along a
BLOCK specific avenue of approach or prevent the attacking
force from passing through an engagement area
(FM 3-90-1).
Breach is a tactical mission task in which the unit
employs all available means to break through or
BREACH
establish a passage through an enemy defense,
obstacle, minefield, or fortification (FM 3-90-1).
Bypass is a tactical mission task in which the
commander directs the unit to maneuver around an
BYPASS obstacle, position, or enemy force to maintain the
momentum of the operation while deliberately avoiding
combat with an enemy force (FM 3-90-1).
Canalize is a tactical mission task in which the
commander restricts enemy movement to a narrow zone
CANALIZE
by exploiting terrain coupled with the use of obstacles,
fires, or friendly maneuver (FM 3-90-1).
Clear is a tactical mission task that requires the
commander to remove all enemy forces and eliminate
CLEAR
organized resistance within an assigned area
(FM 3-90-1).
Contain is a tactical mission task that requires the
commander to stop, hold, or surround enemy forces or to
CONTAIN cause them to center their activity on a given front and
prevent them from withdrawing any part of their forces
for use elsewhere (FM 3-90-1).
Control is a tactical mission task that requires the
commander to maintain physical influence over a
CONTROL specified area to prevent its use by an enemy or to
create conditions necessary for successful friendly
operations (FM 3-90-1).

Cordon and search is a technique of conducting a

movement to contact that involves isolating a target area
CORDON AND
and searching suspected locations within that target area
SEARCH
to capture or destroy possible enemy forces and
contraband (FM 3-90-1).

07 December 2020 ATP 5-0.2-1 307

Appendix I

Table I-5. Common tactical mission tasks (continued)

Tactical Task Graphic Definition

Counterattack is an attack by part or all of a defending
force against an enemy attacking force, for such specific
purposes as regaining ground lost, or cutting off or
destroying enemy advance units, and with the general
COUNTERATTACK
objective of denying to the enemy the attainment of the
enemy’s purpose in attacking. In sustained defensive
operations, it is undertaken to restore the battle position
and is directed at limited objectives (ADP 1-02).
Counterreconnaissance is a tactical mission task that
encompasses all measures taken by a commander to
COUNTER- No graphic
counter enemy reconnaissance and surveillance efforts.
RECONNAISSANCE Counterreconnaissance is not a distinct mission, but a
component of all forms of security operations
(FM 3-90-1).
Cover is a type of security operation done independent
of the main body to protect them by fighting to gain time
while preventing enemy ground observation of and direct
COVER
fire against the main body (ADP 3-90). Units performing
the cover task can operate independently of the main
body.

No graphic
Defeat is to render a force incapable of achieving its
DEFEAT
objectives (ADP 3-0).
Delay is when a force under pressure trades space for
time by slowing down the enemy’s momentum and
DELAY
inflicting maximum damage on enemy forces without
becoming decisively engaged (ADP 3-90).
In military deception, a demonstration is a show of force
similar to a feint without actual contact with the
DEMONSTRATION
adversary, in an area where a decision is not sought that
is made to deceive an adversary (JP 3-13.4).
Destroy is a tactical mission task that physically renders
an enemy force combat-ineffective until it is
reconstituted. Alternatively, to destroy a combat system
DESTROY
is to damage it so badly that it cannot perform any
function or be restored to a usable condition without
being entirely rebuilt (FM 3-90-1).
Disengage is a tactical mission task where a commander
has the unit break contact with the enemy to allow the
DISENGAGE
conduct of another mission or to avoid decisive
engagement (FM 3-90-1).
Disrupt is 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 the
DISRUPT
enemy’s timetable, or cause enemy forces to commit
prematurely or attack in a piecemeal fashion
(FM 3-90-1).
Disrupt is also an obstacle effect that focuses fire planning
and obstacle effort to cause the enemy force to break up its
DISRUPT formation and tempo, interrupt its timetable, commit
breaching assets prematurely, and attack in a piecemeal
effort (FM 3-90-1).

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 Command and Control Planning Factors

Table I-5. Common tactical mission tasks (continued)

Tactical Task Graphic Definition

Exfiltrate is a tactical mission task where a commander
removes Soldiers or units from areas under enemy
EXFILTRATE
control by stealth, deception, surprise, or clandestine
means (FM 3-90-1).
In military deception, a feint is an offensive action
involving contact with the adversary conducted for the
FEINT purpose of deceiving the adversary as to the location
and/or time of the actual main offensive action
(JP 3-13.4).
Fix is a tactical mission task where a commander
prevents the enemy force from moving any part of that
FIX
force from a specific location for a specific period
(FM 3-90-1).
Fix is also an obstacle effect that focuses fire planning
and obstacle effort to slow an attacker’s movement
FIX
within a specified area, normally an engagement area
(FM 3-90-1).
Follow and assume is a tactical mission task in which a
second committed force follows a force conducting an
FOLLOW AND
offensive task and is prepared to continue the mission if
ASSUME
the lead force is fixed, attrited, or unable to continue
(FM 3-90-1).

Follow and support is a tactical mission task in which a

FOLLOW AND
committed force follows and supports a lead force
SUPPORT
conducting an offensive task (FM 3-90-1).

Guard is a type of security operation done to protect the

main body by fighting to gain time while preventing
enemy ground observation of and direct fire against the
GUARD main body (ADP 3-90). Units conducting a guard task
cannot operate independently because they rely upon
fires and functional and multifunctional support assets of
the main body.
An infiltration is a form of maneuver in which an attacking
force conducts undetected movement through or into an
area occupied by enemy forces to occupy a position of
INFILTRATION
advantage behind those enemy positions while exposing
only small elements to enemy defensive fires
(FM 3-90-1).

Interdict is a tactical mission task where the commander

INTERDICT prevents, disrupts, or delays the enemy’s use of an area
or route (FM 3-90-1).

Isolate is a tactical mission task that requires a unit to

seal off—both physically and psychologically—an enemy
ISOLATE from sources of support, deny the enemy freedom of
movement, and prevent the isolated enemy force from
having contact with other enemy forces (FM 3-90-1).

Neutralize is a tactical mission task that results in

NEUTRALIZE rendering enemy personnel or materiel incapable of
interfering with a particular operation (FM 3-90-1).

07 December 2020 ATP 5-0.2-1 309

Appendix I

Table I-5. Common tactical mission tasks (continued)

Tactical Task Graphic Definition

Occupy is a tactical mission task that involves moving a
friendly force into an area so that it can control that area.
OCCUPY
Both the force’s movement to and occupation of the area
occur without enemy opposition (FM 3-90-1).
A forward passage of lines occurs when a unit passes
PASSAGE OF LINES through another unit’s positions while moving toward the
(FORWARD) enemy (ADP 3-90). The purpose of a forward passage of
lines is to move forces forward to conduct operations.
A rearward passage of lines occurs when a unit passes
through another unit’s positions while moving away from
PASSAGE OF LINES the enemy (ADP 3-90). The rearward passage of lines
(REARWARD) continues the defense or retrograde operation,
maintaining enemy contact while allowing for recovery of
security or other forward forces.

Penetration is a form of maneuver in which an attacking

PENETRATION force seeks to rupture enemy defenses on a narrow front
to disrupt the defensive system (FM 3-90-1).

Reduce is a tactical mission task that involves the

REDUCE No Graphic destruction of an encircled or bypassed enemy force
(FM 3-90-1).
Relief in place is an operation in which, by direction of
higher authority, all or part of a unit is replaced in an area
by the incoming unit and the responsibilities of the
RELIEF IN PLACE
replaced elements for the mission and the assigned zone
of operations are transferred to the incoming unit
(JP 3-07.3).
Retain is a tactical mission task in which the commander
ensures that a terrain feature controlled by a friendly
RETAIN
force remains free of enemy occupation or use
(FM 3-90-1).

Retirement is when a force out of contact moves away

RETIREMENT
from the enemy (ADP 3-90).

Screen is a type of security operation that primarily

SCREEN
provides early warning to the protected force (ADP 3-90).

Secure is a tactical mission task that involves preventing

a unit, facility, or geographical location from being
SECURE
damaged or destroyed as a result of enemy action
(FM 3-90-1).

Seize is a tactical mission task that involves taking

SEIZE possession of a designated area by using overwhelming
force (FM 3-90-1).

Support by fire is a tactical mission task in which a

maneuver force moves to a position where it can engage
SUPPORT BY FIRE
the enemy by direct fire in support of another
maneuvering force (FM 3-90-1).

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 Command and Control Planning Factors

Table I-5. Common tactical mission tasks (continued)

Tactical Tasks Graphic Definition

Suppress is a tactical mission task that results in the
temporary degradation of the performance of a force or
SUPPRESS
weapon system below the level needed to accomplish its
mission (FM 3-90-1).
Turn is 1. a tactical mission task that involves forcing an
TURN enemy element from one avenue of approach or mobility
corridor to another (FM 3-90-1).
Turn is 2. a tactical obstacle effect that integrates fire
planning and obstacle effort to divert an enemy formation
TURN
from one avenue of approach to an adjacent avenue of
approach or into an engagement area (FM 3-90-1).

Withdraw is to disengage from an enemy force and move

WITHDRAW
in a direction away from the enemy (ADP 3-90).

A zone reconnaissance is a type of reconnaissance

ZONE operation that involves a directed effort to obtain detailed
RECONNAISSANCE information on all routes, obstacles, terrain, and enemy
forces within a zone defined by boundaries (ADP 3-90).

Technique. Table I-6 shows common purposes used in a mission statement. This list should not be
constraining but used as a quick reference to assist in developing a mission’s purpose.

Table I-6. Common purposes

Allow Cause Create Deceive Deny
Divert Enable Influence Open Prevent
Protect Support Surprise

ELECTROMAGNETIC WARFARE
I-7. Material in this section is derived from ATP 3-12.3.
I-8. Electromagnetic warfare is military action involving the use of electromagnetic and directed energy
to control the electromagnetic spectrum or to attack the enemy. Also called EW (JP 3-85). EW capabilities
enable Army forces to create conditions and effects in the electromagnetic spectrum (EMS) to support the
commander's intent and concept of operations. EW includes electromagnetic attack, electromagnetic
protection, and electromagnetic warfare support and includes activities such as electromagnetic jamming,
electromagnetic hardening, and signal detection, respectively. EW affects, supports, enables, protects, and
collects on capabilities operating within the EMS, including cyberspace capabilities. With proper
integration and deconfliction, EW can create reinforcing and complementary effects by affecting devices
that operate in and through wired and wireless networks. The term EW operations refers to planning,
preparing, execution, and continuous assessment of the electromagnetic warfare activities of an operation.
The term EMS operations indicates the addition of those operationally related spectrum management
operations activities. Figure I-1 on page 312 provides an EW overview.

07 December 2020 ATP 5-0.2-1 311

Appendix I

Figure I-1. Electromagnetic warfare overview

312 ATP 5-0.2-1 07 December 2020

 Command and Control Planning Factors

ELECTROMAGNETIC ATTACK
I-9. Electromagnetic attack is a division of electromagnetic warfare involving the use of electromagnetic
energy, directed energy, or antiradiation weapons to attack personnel, facilities, or equipment with the
intent of degrading, neutralizing, or destroying enemy combat capability and is considered a form of fires
(JP 3-85). Electromagnetic attack includes—
 Actions taken to prevent or reduce an enemy's effective use of the EMS.
 Employment of weapons that use either electromagnetic or directed energy as their primary
destructive mechanism.
 Offensive and defensive activities, including countermeasures.
I-10. Electromagnetic attack includes using weapons that primarily use electromagnetic or directed energy
for destruction. These can include lasers, radio frequency weapons, and particle beams. Directed energy is
an umbrella term covering technologies that relate to the production of a beam of concentrated
electromagnetic energy or atomic or subatomic particles. Also called DE (JP 3-85). In EW, most directed
energy applications fit into the category of electromagnetic attack. A directed energy weapon uses
electromagnetic energy to damage or destroy an enemy’s equipment, facilities, or personnel. In addition to
destructive effects, directed energy weapon systems support area denial and crowd control. Figure I-1 on
page 312 depicts the relationships between electromagnetic attack, electromagnetic protection, and
electromagnetic warfare support.
I-11. Actions related to electromagnetic attack are either offensive or defensive. Although offensive and
defensive actions and capabilities are similar, their purposes differ. Defensive electromagnetic attack
protects friendly personnel and equipment or platforms. Offensive electromagnetic attack denies, disrupts,
or destroys enemy capability. Electromagnetic attack actions include—
 Countermeasures.
 Electromagnetic deception.
 Electromagnetic intrusion.
 Electromagnetic jamming.
 Electromagnetic probing.
 Electromagnetic pulse.
 Positions, navigation, timing denial, and deception.

ELECTROMAGNETIC PROTECTION
I-12. Electromagnetic protection is a division of electromagnetic warfare involving actions taken to
protect personnel, facilities, and equipment from any effects of friendly or enemy use of the
electromagnetic spectrum that degrade, neutralize, or destroy friendly combat capability. Also called EP
(JP 3-85). For example, EP includes actions taken to ensure friendly use of the EMS, such as frequency
agility in a radio or variable pulse repetition frequency in radar. Commanders should avoid confusing EP
with self protection. Both defensive electromagnetic attack and EP protect personnel, facilities, capabilities,
and equipment. However, EP protects from the effects of electromagnetic attack (friendly and enemy) and
electromagnetic interference, while defensive electromagnetic attack primarily protects against lethal
attacks by denying enemy use of the EMS to guide or trigger weapons.
I-13. During operations, EP includes, but is not limited to, the application of training and procedures for
countering enemy electromagnetic attack. Army commanders and forces understand the threat and
vulnerability of friendly electronic equipment to enemy electromagnetic attack and take appropriate actions
to safeguard friendly combat capability from an exploitation and attack. EP measures minimize the enemy's
ability to conduct electromagnetic warfare support and electromagnetic attack operations successfully
against friendly forces. To protect friendly combat capabilities, units—
 Regularly brief friendly force personnel on the EW threat.
 Safeguard electromagnetic system capabilities during exercises and pre-deployment training.
 Coordinate and deconflict EMS usage.
 Limit the EMS signatures to reduce the threat's ability to locate nodes.

07 December 2020 ATP 5-0.2-1 313

Appendix I

 Provide training during routine home station planning and training activities on appropriate EP
active and passive measures under normal conditions, conditions of threat electromagnetic
attack, or otherwise degraded networks and systems.
 Take appropriate actions to minimize the vulnerability of friendly receivers to enemy jamming
(such as reduced power, brevity of transmissions, and directional antennas).
 Ensure redundancy in systems is maintained and ensure that personnel are well versed in
switching between systems.
I-14. Electromagnetic protection includes electromagnetic protection actions. Electromagnetic protection
actions include—
 Electromagnetic compatibility.
 Electromagnetic hardening.
 Electromagnetic masking.
 EMS management.
 Emission control.
 Wartime reserve modes.

ELECTROMAGNETIC WARFARE SUPPORT

I-15. Electromagnetic warfare support (ES) is a division of electromagnetic warfare involving actions
tasked by, or under direct control of, an operational commander to search for, intercept, identify, and locate
or localize sources of intentional and unintentional radiated electromagnetic energy for the purpose of
immediate threat recognition, targeting, planning and conduct of future operations. ES enables U.S. forces
to identify the electromagnetic vulnerability of an enemy's electronic equipment and systems. Friendly
forces take advantage of these vulnerabilities through EW operations.
I-16. ES systems are a source of information for immediate decisions involving electromagnetic attack,
EP, avoidance, targeting, and other tactical employment of forces. ES systems collect data and produce
information to—
 Corroborate other sources of information or intelligence.
 Conduct or direct electromagnetic attack operations.
 Create or update EW databases.
 Initiate self-protection measures.
 Support EP efforts.
 Support information-related capabilities.
 Target enemy systems.
I-17. Several actions relate to ES:
 Electronic intelligence is technical and geolocation intelligence derived from foreign
noncommunications electromagnetic radiations emanating from other than nuclear detonations
or radioactive sources. Also called ELINT (JP 3-85).
 Electromagnetic reconnaissance is the detection, location, identification, and evaluation of
foreign electromagnetic radiations (JP 3-85).
 Electromagnetic security is the protection resulting from all measures designed to deny
unauthorized persons information of value that might be derived from their interception and
study of noncommunications electromagnetic radiations (e.g., radar) (JP 3-85).

COMMANDER’S GUIDANCE WORKSHEET EXAMPLES

I-18. Commanders can use a commander's initial guidance worksheet to provide guidance to the staff on
how to plan and focus the mission analysis effort. This can also include identifying items the commander
already understands; therefore, staff analysis is unnecessary. For example, the commander may state,
"Describe the capabilities and limitations of the attached anti-armor company" or alternatively, "I am
already familiar with the objective, so don't waste time describing it to me" (see figure I-2 for an example
commander's initial guidance worksheet for use after the receipt of mission step of the military

314 ATP 5-0.2-1 07 December 2020

 Command and Control Planning Factors

decision-making process (MDMP)). Figures I-3 and I-4 on page 316 show pages 1 and 2 of an example
commander's guidance worksheet for use after the mission analysis step of the MDMP.

Commander’s initial guidance worksheet

Although brief, the commander's initial guidance includes—

Planning methodology guidance (choose 1):

 Conduct ADM and then the MDMP
 Conduct ADM and the MDMP in parallel
 Conduct the MDMP, skip ADM

RDSP (if applicable)

Initial time allocations

Desired execution time:

Desired OPORD brief time:

XO, COS, or lead planner will provide the rest of the times

How to abbreviate the MDMP, if required

Number of COAs to do:

Or directed COA of:

Events in the MDMP where I will be involved:

How to use LNOs

How to increase collaborative planning

Known specified and implied tasks

Movements, reconnaissance, or surveillance to initiate

Coordination to perform, including LNOs to exchange

Collaborative planning times and locations (if applicable)

Initial information requirements (needed to plan or make decisions)

Mission analysis focus areas

Things not to waste time on

Additional staff tasks (for example, protection—I want to see the threat range rings)

Figure I-2. Example commander’s initial guidance worksheet

07 December 2020 ATP 5-0.2-1 315

Appendix I

Figure I-3. Example commander’s guidance worksheet, page 1

Figure I-4. Example commander’s guidance worksheet, page 2

316 ATP 5-0.2-1 07 December 2020

 Command and Control Planning Factors

EXPRESSING UNNAMED DATES AND HOURS

I-19. Table I-7 details the operational day and hour concept.

Table I-7. Designated letters for dates and times

FM 6-0
Term Definition
The unnamed day on which a deployment operation commences or is to commence (JP 5-
0). The deployment may be movement of troops, cargo, weapon systems, or a
combination of these elements, using any or all types of transport. The letter “C” is the only
letter used to denote the activities described above. The highest command or
C-day headquarters responsible for coordinating planning specifies the exact meaning of C-day
within the aforementioned definition. The command or headquarters directly responsible
for the execution of the operation, if other than the one coordinating the planning, will do
so in light of the meaning specified by the highest command or headquarters coordinating
the planning. Ends at 2400Z.
The unnamed day on which a particular operation commences or is to commence
D-day
(JP 3-02).
E-day The day on which a NATO exercise commences or is due to commence (AAP-06).
E-day
The day landing force personnel, supplies, and equipment begin to embark aboard
(amphibious
amphibious warfare or commercial ships (JP 3-02).
operations)
G-day The day on which an order is or is due to be given to deploy a unit (AAP-06).
H-hour The specific hour on D-day at which a particular operation commences (JP 5-0).
H-hour In amphibious operations, the time the first landing craft or amphibious vehicle of the
(amphibious waterborne wave lands or is scheduled to land on the beach and, in some cases, the
operations) commencement of countermine breaching operations (JP 3-02).
The specific hour on C-day at which a deployment operation commences or is to
L-hour
commence (JP 5-0). Normally established to allow C-day to be a 24-hour day.
L-hour In amphibious operations, the time at which the first helicopter or tiltrotor aircraft of the
(amphibious airborne ship-to-shore movement wave touches down or is scheduled to touch down in a
operations) landing zone (JP 3-02).
P-hour
An airborne operation begins at parachute-hour (P-hour), which is when the first
(airborne
paratrooper exits the first aircraft.
operations)
Notes.
• C- and D-days end at 2400 hours, Universal Time (ZULU time). For planning purposes, these days are 24-hours
long. Refer to days preceding or following C- or D-day by using a plus or minus sign and an Arabic number after the
letter. For example, D-3 is three days before D-day; D+7 is seven days after D-day. When using a time element other
than days, spell it out: for example, D+3 months.
• Refer to hours preceding or following H- or L-hour by a plus or minus sign and an Arabic number after the letter. For
example, H-3 is three hours before H-hour; H+7 is seven hours after H-hour. When using a time element other than
hours, spell it out: for example, H+30 minutes.
• Where it is necessary to identify a particular operation or exercise, place a nickname or code words before the letter,
such as BALD EAGLE (D-day) or ANVIL EXPRESS (C-day).

07 December 2020 ATP 5-0.2-1 317

Appendix I

EXECUTION MATRIX AND EXECUTION CHECKLIST

I-20. Figure I-5 and Table I-8 are examples of an execution matrix (EXMAT) and execution checklist
(EXCHECK), respectively.

As of: Day 14 JUN 18 (C+3) 15 JUN 18 (C+4)

13 1200 JUN 2000- 2100- 2200- 2300- 0000- 0100- 0200-
Hour
18 2059 2159 2259 2359 0059 0159 0259
Phase Phase 1 Phase 2
Weather and MR: 2059, Illum: 75%

light
influence
Area of

Division fires
USAF
Adjacent units
Decision points
1-16 IN (DO)
2-34 AR (SO1)
3-66 AR (SO2)
M2

1-4 CAV (SO3)

A/1-6 CAB
C/3-66 AR
(Reserve)
UAV
ISR
Intel

HUMINT
SIGINT
1-5 FA
CAS
Fires

360 POG
A/407 CA
1 EN BN
62 EN Co
Protection

287 MP Co
63 CM
704 EOD Tm
A/1-188 AD
101 BSB
Sustain

FLE
Brigade support
area (BSA)
MAIN
C2

TAC
RETRANS #1

Figure I-5. Example execution matrix

Techniques. A way to quickly show light data is, in the time block, to use white font on a black cell for
periods of darkness, and, for periods of light, have black font on a white cell.

318 ATP 5-0.2-1 07 December 2020

 Command and Control Planning Factors

Table I-8. Example execution checklist

Line H-hour Time Event Code word
10 H-8 12 2000 JUN 18 B Co occupies AA BLACKFOOT Akron
15 H-4 13 0001 JUN 18 A Co SPs from AA APACHE Albany
20 H-1 0300 C Co SPs from AA COMANCHE Allentown
25 H-hour 0400 A Co crosses LD Arlington
30 H+2.5 0630 C Co crosses LD Ashville
35 H+3.25 0715 B Co SPs from AA BLACKFOOT Atlanta
40 H+4 0800 A Co establishes SBF 1 Augusta

OPORD FORMAT AND RESPONSIBILITIES

I-21. Table I-9 on pages 319–324 shows the entire OPORD format and an example way to assign
responsibilities for portions of an OPORD and its associated annexes at echelon. Blocks in black show
items that typically do not apply at that echelon. This list serves as a starting point for leaders to decide
during receipt of mission what needs to be produced and who is responsible for each portion.

Table I-9. OPORD format and responsibilities

FM 6-0
Division Brigade Battalion
OPORD
References G5 S3 S3
Task Organization S3
1. Situation G2 S2 S2
a. Area of Interest G2 S2 S2
b. Area of Operations EN EN S2
i. Terrain EN EN S2
USAF Staff
ii. Weather Weather S2 S2
Office
c. Enemy Forces G2 S2 S2
d. Friendly Forces G5 S3 S3
i. Higher Headquarters Mission and Intent G5 S3 S3
1. Higher Headquarters Two Levels Up G5 S3 S3
a. Mission G5 S3 S3
b. CDR’s Intent G5 S3 S3
2. Higher Headquarters G5 S3 S3
a. Mission G5 S3 S3
b. CDR Intent G5 S3 S3
ii. Missions of Adjacent Units G5 S3 S3
e. Interagency, Intergovernmental, and
G5 S3 S3
Non-Governmental Organizations
f. Civil Considerations Civil Affairs S3 S3
g. Attachments and Detachments G5 S3 S3
h. Assumptions G5 S3 S3
2. Mission G5 S3 S3

07 December 2020 ATP 5-0.2-1 319

Appendix I

Table I-9. OPORD format and responsibilities (continued)

FM 6-0
Division Brigade Battalion
OPORD
3. Execution G5 S3 S3
a. Commander’s Intent CDR/G5 CDR/S3 CDR/S3
b. Concept of Operations G5 S3 S3
c. Scheme of Movement and Maneuver G5 S3 S3
i. Scheme of Mobility/Countermobility EN EN S3/EN
ii. Scheme of Battlefield Obscuration CHEMO CHEMO CHEMO
iii. Scheme of Information Collection G3 & G2 S3 & S2 S3 & S2
d. Scheme of Intelligence G2 S2 S2
e. Scheme of Fires DFSCORD FSO FSO
PMO / MP /
CHEMO/
f. Scheme of Protection CHEMO / CHEMO /
S3
ADA ADA
g. Cyber Electromagnetic Activities EW Officer EW Officer S3
h. Stability Tasks G5 S3 S3
i. Assessments G5 S3 S3
j. Tasks to Subordinate Units G5 S3 S3
k. Coordinating Instructions G5 S3 S3
i. Timeline G5 S3 S3
ii. Commander’s Critical Information Requirements CDR/G3/G2 CDR/S3/S2 CDR/S3/S2
CDR/ OPSEC
iii. Essential Elements of Friendly Information CDR/S3 CDR/S3
Officer
iv. Fire Support Coordination Measures DFSCORD FSO FSO
v. Airspace Coordinating Measures ADAM ADAM S3/FSO
vi. Rules of Engagement DIV SJA/G3 BDE SJA/S3 S3
PMO / MP /
CHEMO /
vii. Risk Reduction Control Measures CHEMO / CHEMO /
S3
ADAM ADAM
viii. Personnel Recovery Coordination Measures G3 PRO S3 PRO S3 PRO
ix. Environmental Considerations EN EN S3
x. Soldier and Leader Engagement G5 S3 S3
xi. Other Coordinating Instructions All/G5 All/S3 All/S3
4. Sustainment G4 S4 S4
a. Logistics G4 S4 S4
b. Personnel G1 S1 S1
c. Health Service Support SURG SURG MEDO
5. Command and Signal G5 S3 S3
a. Command G5 S3 S3
i. Location of Commander and Key Leaders G5 S3 S3
ii. Succession of Command G5 S3 S3
iii. Liaison Requirements G5 S3 S3
b. Control G5 S3 S3
i. Command Posts G5 S3 S3
ii. Reports KMO S3 S3

320 ATP 5-0.2-1 07 December 2020

 Command and Control Planning Factors

Table I-9. OPORD format and responsibilities (continued)

FM 6-0
Division Brigade Battalion
c. Signal G6 S6 S6
Annexes
Annex A: Task organization G5 S3 S3
Annex B: Intelligence G2 S2 S2
Appendix 1: Intelligence Estimate G2 S2 S2
Tab A: Terrain GEO EN TM GEO EN TM S2
USAF Staff
Tab B: Weather Weather S2 S2
Office
Tab C: Civil Considerations G2 S2 S2
Tab D: Intelligence Preparation of the Battlefield
G2 S2 S2
Products
Appendix 2: Counterintelligence G2 S2
Appendix 3: Signals Intelligence G2 S2
Appendix 4: Human Intelligence G2 S2
Appendix 5: Geospatial Intelligence G2 S2
Appendix 6: Measurements and Signature Intelligence G2 S2
Appendix 7: Open-Source Intelligence G2 S2
Annex C: Operations G5/G3 S3 S3
Appendix 1: Army Design Methodology Products G5/G3 S3 S3
Appendix 2: Operation Overlay G5/G3 S3 S3
Appendix 3: Decision Support Products G5/G3 S3 S3
Tab A: Execution Matrix G5/G3 S3 S3
Tab B: Decision Support Template and Matrix G5/G3 S3 S3
Appendix 4: Gap Crossing Operations G5/G3 S3 S3
Tab A: Traffic Control Overlay G5/G3 S3 S3
Appendix 5: Air Assault Operations G5/G3 S3 S3
Tab A: Pick-up Zone Diagram G5/G3 S3 S3
Tab B: Air Movement Table G5/G3 S3 S3
Tab C: Landing Zone Diagram G5/G3 S3 S3
Appendix 6: Airborne Operations G5/G3 S3 S3
Tab A: Marshalling Plan G5/G3 S3 S3
Tab B: Air Movement Plan G5/G3 S3 S3
Tab C: Drop Zone/Extraction Zone Diagram G5/G3 S3 S3
Appendix 7: Amphibious Operations G5/G3 S3
Tab A: Advance Force Operations G5/G3 S3
Tab B: Embarkation Plan G5/G3 S3
Tab C: Landing Plan G5/G3 S3
Tab D: Rehearsal Plan G5/G3 S3
Appendix 8: Special Operations G5/G3 S3
Appendix 9: Battlefield Obscuration CHEMO CHEMO CHEMO
Appendix 10: Airspace Control G3/ACO BAE
Tab A: Air Traffic Services G3/ACO BAE

07 December 2020 ATP 5-0.2-1 321

Appendix I

Table I-9. OPORD format and responsibilities (continued)

FM 6-0
Division Brigade Battalion
Annexes
Appendix 11: Rules of Engagement SJA SJA S3
Tab A: No Strike List G3 S3 S3
Tab B: Restricted Target List DIV SJA/G3 BDE SJA/S3 FSO/S3
Appendix 12: Cyber Electromagnetic Activities EWO EWO
Tab A: Offensive Cyberspace Operations EWO EWO
Tab B: Defensive Cyberspace Operations – Response
EWO EWO
Actions
Tab C: Electromagnetic Attack EWO EWO
Tab D: Electromagnetic Protection EWO EWO
Tab E: Electromagnetic Warfare Support EWO EWO
Appendix 13: Military Information Support Operations G3/IO S3 S3
Appendix 14: Military Deception MDO S3 S3
Appendix 15: Information Operations IO S3 S3
Annex D: Fires DFSCORD FSO FSO
Appendix 1: Fire Support Overlay DFSCORD FSO FSO
Appendix 2: Fire Support Execution Matrix DFSCORD FSO FSO
Appendix 3: Targeting DFSCORD FSO FSO
Tab A: Target Selection Standards DFSCORD FSO FSO
Tab B: Target Synchronization Matrix DFSCORD FSO FSO
Tab C: Attack Guidance Matrix DFSCORD FSO FSO
Tab D: Target List Work Sheets DFSCORD FSO FSO
Tab E: Battle Damage Assessment G2 S2 S2/FSO
Appendix 4: Field Artillery Support DFSCORD FSO FSO
Appendix 5: Air Support USAF USAF FSO
Appendix 6: Naval Fire Support DFSCORD FSO FSO
Appendix 7: Air and Missile Defense AMDO BAE
Tab A: Enemy Air Avenues of Approach AMDO BAE S2
Tab B: Enemy Air Order of Battle AMDO BAE S2
Tab C: Enemy Theater Ballistic Missile Overlay AMDO BAE
Tab D: Air and Missile Defense Protection Overlay AMDO BAE
Chief of
Annex E: Protection EN S3
Protection
Chief of
Appendix 1: Operational Area Security EN S3
Protection
Appendix 2: Safety SAFETY SAFETY S3
Appendix 3: Operations Security IO S2 S2
Appendix 4: Intelligence Support to Protection G2 S2 S2/S3
Appendix 5: Physical Security G2 S2 S2
Appendix 6: Antiterrorism G2 S2 S2
Appendix 7: Police Operations PMO PMO
Chief of
Appendix 8: Survivability Operations EN S3
Protection

322 ATP 5-0.2-1 07 December 2020

 Command and Control Planning Factors

Table I-9. OPORD format and responsibilities (continued)

FM 6-0
Division Brigade Battalion
Annexes
Appendix 9: Force Health Protection SURG SURG MEDO
Appendix 10: Chemical, Biological, Radiological, and
CHEMO CHEMO CHEMO
Nuclear Defense
Appendix 11: Explosive Ordnance Disposal EOD EN
Appendix 12: Coordinate Air and Missile Defense ADA BAE
Appendix 13: Personnel Recovery PRO S3 S3
Appendix 14: Detainee and Resettlement PMO PMO
Annex F: Sustainment G4 S4 S4
Appendix 1: Logistics G4 S4 S4
Tab A: Sustainment Overlay G4 S4 S4
Tab B: Maintenance G4/DMO Maint S4/BMO
Tab C: Transportation G4 S4 S4
Exhibit 1: Traffic Circulation and Control PMO PMO
Exhibit 2: Traffic Circulation Overlay PMO PMO
Exhibit 3: Road Movement Table PMO PMO
Exhibit 4: Highway Regulation PMO PMO
Tab D: Supply G4 S4 S4
Tab E: Field Services G4 S4 S4
Tab F: Distribution G4 S4 S4
Tab G: Contract Support Integration G4/G8 S4/S8 S4
Tab H: Mortuary Affairs G1 S1
Appendix 2: Personnel Services Support G1 S1 S1
Tab A: Human Resources Support G1 S1 S1
Tab B: Financial Management G8 S8/SPO
Tab C: Legal Support SJA SJA
Tab D: Religious Support CHAP CHAP CHAP
Tab E: Band Operations G1
Appendix 3: Health Service Support SURG SURG MEDO
Annex G: Engineer EN EN EN/S3
Appendix 1: Mobility/Countermobility EN EN EN/S3
Tab A: Obstacle Overlay EN EN EN
Appendix 2: Survivability EN EN EN/S3
Appendix 3: General Engineering EN EN EN/S3
Appendix 4: Geospatial Engineering GEO EN TM GEO EN TM
Appendix 5: Environmental Considerations EN EN
Tab A: Environmental Assessments EN EN
Tab B: Environmental Assessments Exemptions EN EN
Tab C: Environmental Baseline Survey EN EN
Annex H: Signal G6 S6 S6
Appendix 1: Defensive Cyberspace Operations G6 S6 S6
Appendix 2: Information Network Operations G6 S6 S6
Appendix 3: Voice, Video, and Data Network Diagrams G6 S6 S6

07 December 2020 ATP 5-0.2-1 323

Appendix I

Table I-9. OPORD format and responsibilities (continued)

FM 6-0
Division Brigade Battalion
Annexes
Appendix 4: Satellite Communications G6 S6
Appendix 5: Foreign Data Exchanges G6 S6
Appendix 6: Spectrum Management Operations G6 S6
Appendix 7: Information Services G6 S6
Annex J: Public Affairs PAO PAO
Appendix 1: Public Affairs Running Estimates PAO PAO
Appendix 2: Public Affairs Guidance PAO PAO
Annex K: Civil Affairs Operations G9 CA S3
Appendix 1: Execution Matrix G9 CA
Appendix 2: Populace and Resources Control Plan G9 CA
Appendix 3: Civil Information Management Plan G9 CA
Annex L: Information Collection G5/G3 S3 S3
Appendix 1: Information Collection Plan G5/G3 S3 S3
Appendix 2: Information Collection Overlay G5/G3 S3 S3
Annex M: Assessment G5/G3 S3
Appendix 1: Nesting of Assessment Efforts G5/G3 S3
Appendix 2: Assessment Framework G5/G3 S3
Appendix 3: Assessment Working Group G5/G3 S3
Annex N: Space Operations Space S3/S2
Annex O: Not Used
Annex P: Host-Nation Support G4 S4
Annex Q: Knowledge Management KMO S3
Appendix 1: Knowledge Management Decision Support
KMO
Matrix
Appendix 2: Common Operational Picture Configuration
KMO
Matrix
Appendix 3: Command and Control Information Systems
KMO
Integration Matrix
Appendix 4: Content Management KMO
Appendix 5: Battle Rhythm COS BDE XO BN XO
Annex R: Reports G5/G3 S3 S3
Annex S: Special Technical Operations STO S2 S2
Appendix 1: Special Technical Operations Capabilities
STO S2
Integration Matrix
Appendix 2: Functional Area I Program and Objectives STO S2
Appendix 3: Functional Area II Program and Objectives STO S2
Annex T: Spare
Annex U: Inspector General IG
Annex V: Interagency Coordination G3/G9 S3/S9 S3
Annex W: Operational Contract Support G4 S4 S4
Annex X: Spare
Annex Y: Spare
Annex Z: Distribution G3

324 ATP 5-0.2-1 07 December 2020

 Command and Control Planning Factors

I-22. Table I-10 shows how much time can be devoted to each MDMP step, based on the time between
receipt of mission and execution. This sample timeline is based on the one-third/two-thirds rule and uses
the following percentages to determine the amount of time to allocate to each step:
 Mission analysis—30%
 COA development—20%
 COA analysis, comparison, and approval—30%
 Orders production, dissemination, and transition—20%
I-23. The "R" in table I-10 represents the time at mission receipt. All "R+" times represent the time that the
action should be complete. For example, given 48 hours to plan and prepare for a mission, COA
development should last no more than 3 hours and 12 minutes and should be complete by 8 hours after
mission receipt. Generic timelines serve as guides and are adjusted based on mission, enemy, terrain and
weather, troops and support available, time available, and civil considerations (METT-TC).

Table I-10. Generic timelines

Time available before execution
8 hrs 24 hrs 48 hrs 72 hrs 96 hrs
Time Time Time Time Time
R+ R+ R+ R+ R+
for for for for for
Mission analysis 0:45 0:45 2:24 2:24 4:48 4:48 7:12 7:12 9:36 9:36
COA
0:30 1:15 1:36 4:00 3:12 8:00 4:48 12:00 6:24 16:00
development
COA analysis,
comparison, and 0:45 2:00 2:24 6:24 4:48 12:48 7:12 19:12 9:36 25:36
approval
Orders
0:30 2:30 1:36 8:00 3:12 16:00 4:48 24:00 6:24 32:00
production
Total time used 2:30 8:00 16:00 24:00 32:00

07 December 2020 ATP 5-0.2-1 325

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 Appendix J
Other Resources

This appendix provides a variety of information that applies to all warfighting

functions. This includes conversion factors, the Command and General Staff
College, Department of Tactic’s doctrine matrix, and some planning considerations
for deploying and redeploying.

CONVERSION FACTORS
J-1. Tables J-1 through J-3 on pages 327–328 show a variety of conversion factors; table J-3 includes
commonly used prefixes. Figure J-1 on page 328 shows the Julian calendar and figure J-2 on
page 329 illustrates standard time zones.

Table J-1. Common conversion factors

ATP 3-90.4/MCWP 3-17.8 and TEA PAMPHLET 700-2
To Convert Into Multiply By To Convert Into Multiply By
Ounces (fluid) Liters 0.02957 Inches Millimeters 25.4
Ounces (weight) Grains 437.5 Centimeters 2.54
Drams 16.0 Meters 0.0254
Pounds 0.0625 Kilometers 0.0000254
Grams 28.3495270 Feet Miles 5,280.0
Kilograms 0.0283 Centimeter 30.48
Grains Ounces 0.002286 Meters 0.3048
Drams Ounces 0.0625 Kilometers 0.0003048
Pounds Grams 453.5924 Yards Meters 0.9144
Kilograms 0.4536 Miles Meters 1,609.0
Grams Ounces (weight) 0.03527 Kilometers 1.609
Pounds 0.002205 Centimeters Inches 0.3937
Kilograms Ounces (weight) 35.274 Feet 0.003281
Pounds 2.205 Meters 0.01
Ton Metric ton 0.907 Milliliters Inches 0.03937
Quarts Milliliters 946.4 Meters Inches 39.37
Liters 0.9464 Feet 3.281
Milliliters Ounces (fluid) 0.0338 Yards 1.094
Quarts 0.001057 Miles 0.0006214
Liters Ounces (fluid) 33.814 Kilometers 0.001
Quarts 1.057 Kilometers Meters 1,000.0
Gallons (US) 0.2642 Feet 3,281.0
Cubic feet 0.03531 Miles 0.6214
Gallon (US) Gallon (UK) 0.83267 Nautical mile 0.54
Gallon (UK) Gallon (US) 1.20095 Miles Kilometer 1.609
Cubic feet Cubic meters 0.02832 Nautical mile 0.869
Liters 28.32 Nautical Mile Miles 1.51
Square yards Square meters 0.836 Kilometer 1.852
Square meters Square yards 1.196 Celsius Fahrenheit (F-32)1.8
Square meters Square feet 10.764
Acres Square feet 43,560.00 Fahrenheit Celsius (C x 1.8) + 32
Acres Square meters 4,047.00
Notes.
1. The avoirdupois system of weights is used for pounds, ounces, and drams except when specified. The avoirdupois
system is the everyday system of weights commonly used in the U.S. where 16 ounces = 1 pound and 16 drams = 1
ounce. It is considered more modern and standardized than the alternative troy or apothecary system.
2. The U.S. gallon is a different size than the UK gallon, so no liquid measures of the same name are the same size in
the U.S. and UK systems.

07 December 2020 ATP 5-0.2-1 327

Appendix J

Table J-2. Gallon to weight conversion

1 gallon JP8 = 6.75 lbs
1 gallon water = 8.345 lbs

Table J-3. Commonly used prefixes

Prefix Symbol Factor
Mega M 1,000,000
Kilo k 1,000
Hecto h 100
Deka da 10
Deci d 0.1
Centi c 0.01
Milli m 0.001
Micro µ 0.000001
Nano n 0.000000001
Pico p 0.000000000001

Figure J-1. Julian calendar

328 ATP 5-0.2-1 07 December 2020

 Other Resources

Figure J-2. Standard time zones

07 December 2020 ATP 5-0.2-1 329

Appendix J

DOCTRINE MATRIX
J-2. Figures J-3 through J-8 on pages 330–335 contain parts of the Command and General Staff College
(CGSC), Department of Tactic’s (DTAC’s) doctrine matrix (DOCMAT).

Figure J-3. DTAC DOCMAT—unified land operations

330 ATP 5-0.2-1 07 December 2020

 Other Resources

Figure J-4. DTAC DOCMAT—operational structure, offense, and stability

07 December 2020 ATP 5-0.2-1 331

Appendix J

Figure J-5. DTAC DOCMAT—planning processes, defense, and DSCA

332 ATP 5-0.2-1 07 December 2020

 Other Resources

Figure J-6. DTAC DOCMAT—defeat and stability mechanisms, framing constructs, and
command and control

07 December 2020 ATP 5-0.2-1 333

Appendix J

Figure J-7. DTAC DOCMAT—tactical enabling tasks, intelligence, and sustainment

334 ATP 5-0.2-1 07 December 2020

 Other Resources

Figure J-8. DTAC DOCMAT—fires and protection

07 December 2020 ATP 5-0.2-1 335

Appendix J

DEPLOYMENT AND REDEPLOYMENT

J-3. Deployment is the movement of forces into and out of an operational area (JP 3-35). Deployment
consists of four phases: deployment planning, pre-deployment activities, movement, and reception, staging,
onward movement, and integration.

DEPLOYMENT PLANNING
J-4. Deployment planning is a logical process that focuses on methods and information required to deploy
and track Soldiers, deployable Army Civilians, supplies, and equipment. In particular, deployment plans
require detailed information. Deployment planning consists of five steps:
 Analyze the mission.
 Structure forces.
 Refine deployment data or time-phased force and deployment data (TPFDD).
 Prepare the force.
 Schedule movement.

UNIT MOVEMENT OFFICER AND UNIT MOBILITY OFFICER

J-5. The unit movement officer (battalion and below) and unit mobility officer (brigade, echelons above
brigade, and rapid deploying units) plan—and are responsible for—unit movements. Deployment and
redeployment of large forces require the use of automated systems and expertise. Table J-4 lists references
for unit movement officers and others to use in planning and executing unit movements.

Table J-4. Functional reference list

Function Reference
Duties of UMO DTR Part III, AR 525-93
Unit movement data DTR Part III
Unit movement plans TEA Pamphlet (PAM) 700-2
Transportability of unit equipment TEA Pam 700-5; TB 55-46-1/NAVFAC P-1055
Motor transportation operations ATP 4-11; TEA Pam 700-2; TEA Pam 55-20
Convoy plan ATP 4-11
Rail operations ATP 4-14; Technical Manual (TM) 55-2220-058-14; TEA
Pam 55-19; TEA Pam 700-2
Port operations ATP 4-13
Airlift operations DTR; TM 38-250; TEA Pam 55-24; TEA Pam 700-2
Sealift operations DTR; TEA Pam 700-2; TEA Pam 700-4
Vehicle load plans TEA Pam 55-20
Aircraft load plans TEA Pam 55-24
Tiedown of equipment in aircraft TEA Pam 55-24
Containerization DTR Part IV; ATP 4-12; TEA Pam 55-23; TEA Pam 700-2
HAZMAT Title 49 code of federal regulation (CFR); TM 38-250
AIT and RF tags DTR; AR 700-80
AIT automatic identification technology TEA Transportation Engineering Agency
DTR defense transportation regulation UMO unit movement officer
RF radio frequency

PRE-DEPLOYMENT ACTIVITIES
J-6. Unit pre-deployment activities include final Soldier readiness processing (SRP), configuring and
staging equipment, inspections, preparing and validating movement manifests, timelines, and coordinating
activities after arrival.

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 Other Resources

MOVEMENT
J-7. To prepare for movement, chalk and align personnel and equipment into the movement sequence.
For instance, days of supply fuel and fuelers should precede equipment. Maintenance personnel and
operators should move with their equipment so the equipment can be downloaded and put into use off of
the platform.
J-8. Movement of personnel is usually by air and of short duration. Move personnel with required
equipment such as tentage, communications equipment, personal weapons, basic load of ammunition,
minimal required vehicles, days of supply fuel, material handling equipment, and rations. Movement with
required equipment expedites the initial setup and conduct of initial operations.
J-9. Movement of follow-on equipment is conducted by sealift and can be fort to port or port to port.
Theater provided equipment (TPE) can be issued at the port of debarkation or at the first station in theater.
Units falling in on equipment, front load accountability personnel, maintenance personnel, and operators to
ensure the equipment is combat ready when the main body arrives.
J-10. Units must account for equipment and personnel during movement. In-transit visibility is the ability
to track the identity, status, and location of Department of Defense units, and non-unit cargo (excluding
bulk petroleum, oils, and lubricants) and passengers; patients; and personal property from origin to
consignee or destination across the range of military operations. Also called ITV (JP 4-01.2). Commanders,
whose employment planning depends on the closure of forces, base their decisions on accurate and reliable
ITV. ATP 3-35 annex K describes proper utilization of automatic identification technology along with
placement of automatic identification technology interrogators and other readers, military shipping labels,
and radio frequency identification tags to enable movement managers to maintain ITV and the ITV
common operational picture (COP).

JOINT RECEPTION, STAGING, ONWARD MOVEMENT, AND INTEGRATION

J-11. Joint reception, staging, onward movement, and integration (JRSOI) is the process that delivers
combat power to the joint force commander in the operational theater. If pre-deployment tasks and
movement are conducted properly, the flow of JRSOI can be streamlined, delivering personnel and
equipment expeditiously to the fight. The sustainment command plans and enables theater opening and
JRSOI (see ATP 3-35 for more information). JRSOI is simply reception, staging, onward movement, and
integration conducted jointly, as described below:
 Reception—unloading personnel and equipment from strategic transportation assets; managing
port marshalling areas; transporting personnel, equipment, and materiel to staging areas; and
providing logistics support services to units transiting the ports of debarkation.
 Staging—organizing personnel, equipment, and basic loads into movement units; preparing the
units for onward movement; and providing logistics support for units transiting the staging area.
 Onward movement—moving units from reception facilities and staging areas to the tactical
assembly area or other theater destinations; moving non-unit personnel to gaining commands;
and moving sustainment supplies to distribution sites.
 Integration—during integration, combat-ready units transfer to the operational commander and
merge into the tactical plan. The time required for integration may vary, depending upon the size
of the total force, contingency conditions, and amount of pre-deployment and ongoing planning
and coordination. Rapid integration, however, is critical to the success of combat operations, and
adequate planning and coordination can reduce integration time. Integration is the gaining
unit's function.
J-12. JRSOI can be conducted geographically either directly into an operational area (for example in the
rear or as part of an insertion) but is most often conducted in intermediate stages using intermediate staging
bases to facilitate the convergence of units, personnel, equipment, and materiel securely and effectively.
Units must be fully prepared to fall into the sequence of movement developed through the TPFDD to an
intermediate staging base; support arming, fueling, and fixing of equipment; and finally, conduct
movement to the operational area.

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Appendix J

REDEPLOYMENT
J-13. Redeployment is the transfer of forces and materiel to home and/or demobilization stations for
reintegration and/or out-processing (ATP 3-35). Redeployment is considered an operational movement
critical to reestablishing force readiness.
J-14. Units nest their redeploying unit's plan within plans of their higher headquarters. The redeployment
plan conveys the commander's intent and includes responsibilities, priorities, and guidance for movement
of forces, individuals, and materiel. Issues that must be addressed in the plan are—
 Scheduling of redeployment activities.
 Personnel accountability.
 Cleaning of equipment.
 Transfer of equipment.
 Ammunition turn-in.
 Army preposition stock procedures.
 Security of the force.
 Availability of theater transportation assets.
 Availability of strategic lift.
J-15. Tasks associated with redeployment are readying the force; clearing the area of operations (AO);
securing, protecting, and moving equipment; moving personnel; and conducting redeployment
administrative responsibilities. Units prepare for redeployment by preparing equipment and personnel,
dispositioning equipment and real property, performing accounting activities, and scheduling movements.
Specific requirements for redeployment vary with each situation but the basic principles of accountability,
safety, security, and efficiency do not change. Commanders are responsible for the conduct of
redeployment by their units. Redeployment considerations include—
 Developing a command and control plan for split forces.
 Conducting medical screening prior to redeploying.
 Ensuring family readiness activities are coordinated for each element.
 Planning early for relief in place.

338 ATP 5-0.2-1 07 December 2020

 Appendix K
Liaison Considerations

Appendix K provides an introduction to liaison and describes the functions of liaison

officers. It also describes liaison elements, including the digital element, and liaison
practices and responsibilities, including those of the sending and receiving unit.

INTRODUCTION TO LIAISON
K-1. Liaison is that contact or intercommunication maintained between elements of military forces or
other agencies to ensure mutual understanding and unity of purpose and action. Most commonly used for
establishing and maintaining close communications, liaison continuously enables direct, physical
communications between commands and with unified action partners. Commanders use liaison during
operations and normal daily activities to facilitate a shared understanding and purpose among
organizations, preserve freedom of action, and maintain flexibility. Liaison provides commanders with
relevant information and answers to operational questions, thus enhancing the commander's situational
understanding.
K-2. Liaison activities augment a commander's ability to synchronize and focus combat power. These
activities include establishing and maintaining physical contact and communications between elements of
military forces and nonmilitary agencies during unified action. Liaison activities ensure—
 Cooperation and understanding among commanders and staffs of different headquarters.
 Coordination on tactical matters to achieve unity of effort.
 Synchronization of lethal and nonlethal effects.
 Understanding of implied or inferred coordination measures to achieve synchronized results.

LIAISON OFFICER
K-3. A liaison officer (LNO) represents a commander or staff officer to the receiving unit. LNOs transmit
information directly, bypassing headquarters and staff layers. A trained, competent, trusted, and informed
LNO (either a commissioned or noncommissioned officer) is the key to effective liaison. LNOs must have
the commander's full confidence and experience for the mission. At higher echelons, the complexity of
operations often requires an increase in the rank required for LNOs (see table K-1 for recommended liaison
rank equivalents).
Table K-1. Recommended liaison officer rank by echelon
Echelon Recommended senior liaison rank
Multinational or joint force commander1 Colonel
Corps Lieutenant Colonel
Division Major
Brigade, regiment, or group Captain/Master Sergeant
Battalion Lieutenant/Sergeant First Class
Note. 1These include joint force commanders and functional component commanders and may also include major
interagency and international organizations.

K-4. As a representative, the LNO has access to the commander consistent with the duties involved.
However, for routine matters, LNOs work for, and receive direction from, the chief of staff (COS) or
executive officer (XO). Using one officer to perform a liaison mission conserves manpower while

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Appendix K

guaranteeing a consistent, accurate flow of information; however, continuous operations may require a
liaison team or liaison detachment.
K-5. The professional capabilities and personal characteristics of an effective LNO encourage confidence
and cooperation with the commander and staff of the receiving unit. Effective LNOs—
 Know the sending unit's mission; current and future operations; logistics status; organization;
disposition; capabilities; and TTP.
 Appreciate and understand the receiving unit's TTP; organization; capabilities; mission;
doctrine; staff procedures; and customs.
 Are familiar with the—
 Requirements for and purpose of liaison.
 Liaison system and its reports, documents, and records.
 Liaison team training.
 Observe the established channels of command and staff functions.
 Are tactful.
 Possess familiarity with local culture and language and, if possible, have advanced regional
expertise.

LIAISON ELEMENTS
K-6. Commanders organize liaison elements based on mission variables and echelon of command.
Division, corps, and theater army headquarters are authorized two command liaison teams. Common ways
to organize liaison elements include, but are not limited to-
 A single LNO.
 A liaison team consisting of one or two LNOs, or an LNO and a liaison non-commissioned
officer in charge, clerical personnel, and communications personnel along with their equipment.
 Couriers (messengers) responsible for the secure physical transmission and delivery of
documents and other materials.
 A digital liaison detachment comprising several teams with expertise and equipment in
specialized areas, such as intelligence, operations, fire support, air defense, and sustainment.

DIGITAL LIAISON DETACHMENTS

K-7. Digital liaison detachments provide Army commanders with units to liaison with major subordinate
or parallel headquarters. Digital liaison detachments consist of staff officers with a broad range of expertise
who are capable of analyzing a situation, facilitating coordination between multinational forces, and
assisting in cross-boundary information flow and operational support. These 30-Soldier teams are essential
not only for routine liaison, but also for advising and assisting multinational partners in planning and
operations at intermediate tactical levels. These detachments can operate as a single entity for liaison with a
major multinational headquarters or provide two smaller teams for digital connectivity and liaison with
smaller multinational headquarters. Commanders can also tailor digital liaison detachments to match a
given mission. The digital liaison detachment allocation is five per committed theater Army and one per
corps and division serving as a joint task force headquarters or as approved by the Department of the Army.

LIAISON PRACTICES
K-8. When possible, liaison is reciprocal among higher, lower, supporting, supported, and adjacent
organizations. Each organization sends a liaison element to the other. When U.S. forces are placed under
control of a different nation's headquarters and vice versa or when brigade-sized and larger formations from
different nations are adjacent, liaison activities should be reciprocal. When not reciprocal, the following
practices apply to liaison (where applicable):
 Higher-echelon units establish liaison with lower echelons.
 In contiguous operations, units on the left establish liaison with units on their right.
 In contiguous operations, units of the same echelon establish liaison with those to their front.

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 Liaison Considerations

 In noncontiguous operations, units establish liaison with units within closest proximity.
 Supporting units establish liaison with units they support.
 Units not in contact with the enemy establish liaison with units in contact with the enemy.
 During a passage of lines, the passing unit establishes liaison with the stationary unit.
 During a relief in place, the relieving unit establishes liaison with the unit being relieved.
K-9. If liaison is broken, both units act to reestablish it. However, the primary responsibility rests with the
unit originally establishing liaison.

LIAISON RESPONSIBILITIES
SENDING UNIT
K-10. The sending unit's most important tasks include selecting and training the best qualified Soldiers for
liaison duties. Liaison personnel should have the characteristics and qualifications discussed previously.
K-11. The sending unit describes the liaison team to the receiving unit providing number and types of
vehicles and personnel, equipment, call signs, and frequencies. The LNO or liaison team also requires-
 Point-to-point transportation, as required.
 Identification and appropriate credentials for the receiving unit.
 Appropriate security clearances, courier orders, and information systems accredited for use on
the receiving unit's network.
 The standard operating procedures (SOPs) outlining the missions, functions, procedures, and
duties of the sending unit's liaison section.
 If the receiving unit is multinational, it may provide communications equipment and personnel.
The movement from the sending unit to the receiving unit requires careful planning and coordination.

RECEIVING UNIT
K-12. The receiving unit—
 Provides the sending unit with the LNO's reporting time, place, point of contact, recognition
signal, and password.
 Provides details of any tactical movement and logistics information relevant to the LNO's
mission, especially while the LNO is in transit.
 Ensures that the LNO has access to the commander, the COS or XO, and other staff members, as
required.
 Gives the LNO an initial briefing of the unit battle rhythm and allows the LNO access necessary
to remain informed of current operations.
 Protects the LNO while at the receiving unit.
 Publishes a standard operating procedure outlining the missions, functions, procedures to request
information, information release restrictions, clearance procedures, and duties of the LNO or
team at the receiving unit.
 If possible, provides access to communications equipment (and operating instructions, as
needed) when the LNO needs to communicate using the receiving unit's equipment.
 Provides adequate workspace for the LNO.
 Provides administrative and logistics support or agreed to host-nation support.

DURING THE TOUR

K-13. During the tour, LNOs have specific duties. LNOs inform the receiving unit's commander or staff of
the sending unit's needs or requirements. Due to the numbers of LNOs at headquarters, sending units guard
against inundating the receiving unit with formal requests for information. By virtue of their location in the
headquarters and knowledge of the situation, LNOs can rapidly answer questions from the sending unit and

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Appendix K

keep the receiving unit from wasting planning time answering requests for information. During the liaison
tour, LNOs—
 Arrive at the designated location on time.
 Promote cooperation between the sending and receiving units.
 Accomplish their mission without becoming overly involved in the receiving unit's staff
procedures or actions; however, they may assist higher echelon staffs in course of action (COA)
development and analysis.
 Follow the receiving unit's communications procedures.
 Actively obtain information without interfering with the receiving unit's operations.
 Facilitate understanding of the sending unit's commander's intent.
 Help the sending unit's commander assess current and future operations.
 Remain informed of the sending unit's current situation and provide that information to the
receiving unit's commander and staff.
 Quickly inform the sending unit of the receiving unit's upcoming missions, tasks, and orders.
 Ensure the sending unit has a copy of the receiving unit's standard operating procedure.
 Inform the receiving unit's commander, COS, or XO of the content of reports transmitted to the
sending unit.
 Keep a record of their reports, listing everyone met (including each person's name, rank, duty
position, and telephone number) as well as key staff members and their telephone numbers.
 Attempt to resolve issues within the receiving unit before involving the sending unit.
 Notify the sending unit promptly if unable to accomplish the liaison mission.
 Report their departure to the receiving unit's commander at the end of their mission.
K-14. Once a deploying liaison team or detachment arrives and sets up communications at the receiving
unit, it submits a liaison establishment report to the sending unit. This report informs the sending unit's
command that the detachment is ready to conduct liaison, and it establishes exactly what systems are
available. A redeploying team or detachment submits a liaison disestablishment report to the sending unit
as its last action prior to disconnecting its digital devices. This report informs the command that the
element is leaving the network and is no longer capable of conducting liaison at any level beyond unsecure
voice (see unit standard operating procedures for the liaison establishment report and the liaison
disestablishment report formats).
K-15. LNOs promptly transmit the receiving unit's requests for information to the sending unit's
commander or staff, as appropriate. Accuracy is important. Effective LNOs provide clear, concise, and
complete information. If the accuracy of information is in doubt, they quote the source and include the
source in the report. LNOs limit their remarks to mission-related observations.

342 ATP 5-0.2-1 07 December 2020

 Appendix L
Stability and DSCA Considerations

The rest of this publication is focused on how to asses-plan-prepare-execute in

large-scale combat operations. This appendix focuses on considerations and how to
modify the existing process for the remaining two activities of decisive action.

STABILITY OPERATIONS CONSIDERATIONS

L-1. This section is derived from FM 3-07, FM 6-0, and FM 3-0.
L-2. Stability tasks are part of every operation. A stability operation is an operation conducted outside the
United States in coordination with other instruments of national power to establish or maintain a secure
environment and provide essential governmental services, emergency infrastructure reconstruction, and
humanitarian relief (ADP 3-0).However, the proportion of stability operations, in relation to offensive and
defensive operations, may change. For example, in a peace operation, forces may still perform offensive
operations such as a raid to capture war criminals. Conversely, in large-scale combat operations, forces
perform stability operations to control captured areas or provide emergency essential services.
L-3. Units conducting stability operations have specified and recognizable end state goals. Stability
operations seek to maintain, improve, or re-establish legitimate governance to an otherwise contingent or
combat environment. Planning for stability operations seeks deliberate interaction and inclusion of local
authorities. Stability operations establish a security environment while seeking to stabilize local
governmental authority. The six primary stability operations are—
 Establish civil security.
 Establish civil control.
 Restore essential services.
 Support governance.
 Support economic and infrastructure development.
 Conduct security cooperation.
L-4. Stability operations rely on military forces quickly seizing the initiative to improve the civil situation
while preventing conditions from deteriorating further. Commanders must be flexible and exercise mission
command principals to allow subordinate commanders to react and assist host-nation partners. The military
decision-making process and the rapid decision-making and synchronization process may be required
regularly. Planning these tasks requires increased consideration of—
 Protection assets.
 Public affairs considerations.
 Engineer (horizontal and vertical construction assets and expertise).
 Civil affairs operations.
 Military information support operations.
 Medical support and administration.
 Logistics assistance.
 Prevention of civilian casualties (often at the expense of offensive operations).
 Political and cultural considerations.
 Host-nation control and decision-making abilities (often in disagreement).
 Training of host-nation personnel (professionalism).
 Balancing security forces with assistance elements.

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Appendix L

 Authorities.
L-5. When joint and host-nation security forces can realistically maintain a reduced level of violence, the
transition to stability occurs. At this time, the commander begins the transition to stability operations to
increase the capability of host-nation forces and local governance to operate without assistance.
L-6. Unlike combat operations, stability operations most likely bring Soldiers and Department of the
Army Civilians into direct contact with host-nation forces and the populace. In planning for these
interactions, public affairs and legal advisors train forces extensively. Increased interaction brings increased
need for additional services such as translators, contracting, and finance. End state goals of stability
operations are—
 Safe and secure environment.
 Established rule of law.
 Social well-being.
 Stable governance.
 Sustainable economy.
L-7. With stability operations, protection forces are needed to process detainees and to reduce the
resurgence of large-scale violence. Combined arms units will likely be required to conduct stability
operations. Flexibility in the plan to account for setbacks, unanticipated advances, and contingencies is
essential. Units must also be able to conduct non-standard roles when conducting stability operations.
Artillery units may be required to conduct infantry training and tasks in support of stability operations.
Protection forces may be required to accompany contracted host-nation convoys and perform primarily
contracting officer representative tasks. Logistics units may be required to conduct training to units that do
not speak English. Financial and engineer assets may be required to conduct assessments in support of State
Department personnel.
L-8. A stability mechanism is the primary method through which friendly forces affect civilians in order
to attain conditions that support establishing a lasting, stable peace (ADP 3-0). They are used when
developing an operational approach. They are—
 Compel—using, or threatening to use, lethal force to establish control and dominance, effect
behavioral change, or enforce compliance with mandates, agreements, or civil authority.
 Control—imposing civil order.
 Influence—altering the opinions, attitudes, and ultimately the behavior of foreign, friendly,
neutral, adversary, and enemy targets and audiences through messages, presence, and actions.
 Support—establishing, reinforcing, or setting the conditions necessary for the instruments of
national power to function effectively.
L-9. A plan for stability operations is built on lines of effort (LOEs) with end states rather than on
specified objectives. LOEs account for a reliance on host-nation advances rather than that of U.S. forces.
Host-nation forces (during stability operations) are typically less capable of unilateral offensive operations
and take varying periods of time to conduct unilateral operations in their own defense. U.S. forces are
reliant on host nation progress for transition to local authorities. Commanders generally resist committing
forces or resources that do not contribute to the LOE. Planners must clearly explain the need for
committing forces or resources to a task in support of an LOE. Figure L-1 depicts an LOE development
model.

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 Stability and DSCA Considerations

Figure L-1. Developing lines of effort

L-10. During course of action (COA) development, planners use troop-to-task analysis to determine
relative combat power by comparing available resources to specified or implied stability operations. In
stability operations, sustainment, movement and maneuver, nonlethal effects, and information tasks may
dominate.
L-11. The COA analysis method (belt, avenue in depth, and box) selected for stability operations may
differ from that selected for large-scale combat operations because the analysis focuses on LOE
intermediate objectives and end-states (progression and DPs) rather than geographic or enemy conditions.
Analysis of conditions for stability operations also can be more subjective than for combat conditions. A
way to help with the subjective analysis is to use external analysts, such as subject matter experts in
economics or local governance.
L-12. Unit areas of control will likely be larger for stability operations than other operations. Units will
likely be assigned areas, as for offensive or defensive operations, but their "fronts" are undefined.

OTHER CONSIDERATIONS
L-13. Support to governance. As Army units develop host-nation institutional capability and capacity, they
continue to foster good governance by advising, assisting, supporting, and monitoring other actors.
L-14. Support to economic and infrastructure development. U.S. Army units may support local and
national economies and infrastructure by contracting for labor and services and improving infrastructure.
The State Department usually directs these projects, but they are approved by military authorities during
transition. Planners seek to bolster the local economy and infrastructure whenever possible.
L-15. Taking prudent risks to allow host-nation forces, police, and authorities to exercise their own control.
Commanders must balance their own responsibilities to keep the peace with the responsibility to foster host
nation independence. Commanders may take risks to reduce the number of U.S. forces accompanying

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Appendix L

trained but untested host-nation forces in operations of many kinds. These actions must be perceived by
host nations as legitimate efforts toward fostering trust and reaching LOE end states rather than cutting ties.
L-16. Efforts to reduce collateral damage and civilian risks. Although protection of civilians applies across
the range of military operations, it is vital to stability operations. Commanders and planners must take extra
efforts to reduce civilian casualties and collateral damage during stability operations. Protection of the
civilian populace is the primary means to legitimize governmental authorities in most stability operations
and may be the primary purpose of multiple LOEs.
L-17. Stability operations rely on multiple partners and organizations. Army commanders are rarely the
sole authority for stability operations and as such, must plan to include multiple partners and organizations.
Since the establishment or re-establishment of peace is of greatest concern to the host nation, commanders
develop plans in concert with (or in consideration of) the stated ends of the host-nation authorities (military
and civilian) they are supporting. Additionally, during planning, commanders consult with partner-nation
military commanders, the State Department, and supporting organizations.
L-18. Authorities form the basis for conducting operations. Commanders must understand the complexities
of the authorities likely to be present when planning and conducting stability operations. Some examples of
authorities include—
 U.S. Law/U.S. Code
 Host-nation laws.
 Status of forces agreements (SOFA).
 International treaties.
 Combatant command directives.
 Army directives and orders.
L-19. Planners and commanders must take into consideration all agreements in place for every operation.
Violating agreements and laws may impact future operations and erode trust and cooperation. As a
situation develops, commanders and planners must remain informed of changes to agreements, laws, and
directives.
L-20. Rules of engagement decisions emphasize the inherent right of self defense and outwardly
communicate a desire to protect the populace. Coordinating with public affairs, legal officers, and
intelligence officers assists a planner and commander in developing effective and appropriate rules of
engagement.

DEFENSE SUPPORT OF CIVIL AUTHORITIES CONSIDERATIONS

L-21. Material in this appendix is derived from ADP 3-28, ATP 3-28.1/MCWP 3-36.2/NTTP
3-57.2/AFTTP 3-2.67, and ATP 2-91.7.
L-22. Army forces support civil authorities by performing defense support of civil authorities (DSCA)
tasks. Defense support of civil authorities is support provided by U.S. Federal military forces, Department
of Defense civilians, Department of Defense contract personnel, Department of Defense component assets,
and National Guard forces (when the Secretary of Defense, in coordination with the Governors of the
affected States, elects and requests to use those forces per National Guard [Title 32, United States Code],
status) in response to requests for assistance from civil authorities for domestic emergencies, law
enforcement support, and other domestic activities, or from qualifying entities for special events
(DODD 3025.18). DSCA is also known as civil support.
L-23. DSCA operations focus on saving lives, protecting civilian populations, alleviating suffering, and
protecting property. Proficiency in command and control, sustainment, and protection are the contributing
warfighting functions.
L-24. For Army forces, four primary tasks are associated with DSCA:
 Provide support for domestic disasters.
 Provide support for domestic chemical, biological, radiological, or nuclear incidents.
 Provide support for domestic civilian law enforcement agencies.

346 ATP 5-0.2-1 07 December 2020

 Stability and DSCA Considerations

 Provide other designated support.

L-25. The U.S. Army’s DSCA responsibilities in relation to emergency support functions are detailed in
table L-1.

Table L-1. Emergency support function annexes and coordinators

ESF #1: Transportation. Coordinator: Department of Transportation
Manages and regulates transportation systems, infrastructure, and the Nation’s airspace. Ensures the safety and
security of the national transportation system.
ESF #2: Communications. Coordinator: Department of Homeland Security
Reestablishes critical communications infrastructure and coordinates communications support to response efforts.
Facilitates stabilization of systems and applications from cyberspace attacks.
ESF #3: Public Works and Engineering. Coordinator: DOD (U.S. Army Corps of Engineers)
Facilitates the delivery of services, technical assistance, engineering expertise, construction management, and other
support to prepare for, respond to, or recover from a disaster or an incident.
ESF #4: Firefighting. Coordinator: Department of Agriculture (U.S. Forest Service) and Department of
Homeland Security (Federal Emergency Management Agency and U.S. Fire Administration)
Coordinates support for the detection and suppression of fires.
ESF #5: Information and Planning. Coordinator: Department of Homeland Security (Federal Emergency
Management Agency)
Supports and facilitates multiagency planning and coordination for incidents requiring federal coordination.
ESF #6: Mass Care, Emergency Assistance, Temporary Housing, and Human Services. Coordinator:
Department of Homeland Security (Federal Emergency Management Agency)
Coordinates the delivery of mass care and emergency assistance.
ESF #7: Logistics. Coordinator: General Services Administration and Department of Homeland Security
(Federal Emergency Management Agency)
Coordinates comprehensive incident resource planning, management, and sustainment capability to meet the needs of
disaster survivors and responders.
ESF #8: Public Health and Medical Services. Coordinator: Department of Health and Human Services
Coordinates assistance in response to an actual or potential public health and medical disaster or incident.
ESF #9: Search and Rescue. Coordinator: Department of Homeland Security (Federal Emergency Management
Agency)
Coordinates rapid deployment of search and rescue resources to provide specialized lifesaving assistance.
ESF #10: Oil and Hazardous Materials Response. Coordinator: Environmental Protection Agency
Coordinates support in response to an actual or potential discharge or release of oil or hazardous materials.
ESF #11: Agriculture and Natural Resources. Coordinator: Department of Agriculture
Coordinates a variety of functions to protect the Nation’s food supply, respond to plant and animal pest and disease
outbreaks, and protect natural and cultural resources.
ESF #12: Energy. Coordinator: Department of Energy
Helps to reestablish damaged energy systems and components and provides technical expertise during incidents
involving radiological and nuclear materials.
ESF #13: Public Safety and Security. Coordinator: Department of Justice (Bureau of Alcohol, Tobacco,
Firearms and Explosives
Integrates public safety and security capabilities and resources to support the full range of incident management
activities.
ESF #14: [Formerly named Long-Term Community Recovery]
Superseded in 2013 by the National Disaster Recovery Framework.
ESF #15: External Affairs. Coordinator: Department of Homeland Security
Releases accurate, coordinated, timely, and accessible public information to affected audiences, including the
government, media, nongovernmental organizations, and the private sector. Works closely with state and local officials
to ensure outreach to the whole community.
ESF emergency support function

07 December 2020 ATP 5-0.2-1 347

Appendix L

L-26. Planners focus their efforts on responding to local emergencies and operating within their authorities
while under the direction of civil authorities (such as the Department of Homeland Security) rather than
using their own judgement. Exercising restraint when responding is critical.
L-27. Planners and units also prepare for deliberate transition to civilian support-even when it seems
contrary to common judgement-whenever their authority to operate is rescinded (and for whatever reason).
The structure of command and control relationships is of considerable importance for DSCA
operations and must be adjudicated before an operation starts. Planners must determine the command
relationship they fall under and exercise operating under such authority to minimize friction and mission
delay.
L-28. Explicitly state rules for the use of force, law enforcement support, and authorities for protection and
operations in mission orders. Units may or may not deploy with weapons (see ADP 3-28 for more
information).
L-29. Chemical, biological, radiological, nuclear, and high-yield explosive and pandemic responses present
unique considerations with respect to the initiation of the response and the size and type of force.
ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67 provides a detailed planning consideration
description for multi-service response to a DSCA request.

348 ATP 5-0.2-1 07 December 2020

 Appendix M
Command and Staff Roles

This appendix provides a brief overview of staff responsibilities and available

resources. This is not an all-inclusive list, but it can serve as a starting point for
someone unfamiliar with certain roles.

INTRODUCTION TO COMMAND AND STAFF ROLES

M-1. Command is the authority that a commander in the armed forces lawfully exercises over subordinates
by virtue of rank or assignment (JP 1). The legal and ethical responsibilities of a commander exceed those
of any other leader of similar position and authority. The commander alone is responsible for what the
command does or fails to do. Commanders constantly use their judgement for such things as delegating
authority, making decisions, determining the appropriate degree of control, and allocating resources. A
commander's experience and training also influence that commander's decision making. Proficiency in the
art of command stems from years of schooling, self-development, introspection, and operational and
training experiences. It also requires a deep understanding of the science of war.
M-2. Commanders, aided by staffs, use control to regulate forces and the functions of subordinate and
supporting units. Staffs give commanders their greatest support in providing control. However, for control
to be effective, commanders must actively participate in exercising it.

COMMON STAFF DUTIES AND RESPONSIBILITIES

M-3. Each staff element has specific duties and responsibilities by area of expertise. However, all staff
sections share a set of common duties and responsibilities:
 Advising and informing the commander.
 Building and maintaining running estimates.
 Preparing plans, orders, and other staff writing.
 Assessing operations and providing recommendations.
 Exercising staff supervision and managing information within their area of expertise.
 Identifying and analyzing problems.
 Performing risk management.
 Performing intelligence preparation of the battlefield.
 Conducting staff inspections.
 Conducting staff research.
 Performing staff administrative procedures.

COMMANDER RESPONSIBILITIES
M-4. The commander must decide what the unit has to accomplish and then lead their unit through mission
accomplishment. As such, the commander-
 Trains the staff on combining the "art" of command with the "science" of control.
 Sets the standards for training the staff.
 Drives the operations process.
 Determines if there is a need for design prior to conducting the military decision-making
process.
 Provides guidance for each step of the military decision-making process.

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Appendix M

Staff Expectations of the Commander

M-5. The staff generally needs to know basic information from the commander, which includes—
 Mission.
 Commander's intent.
 Commander's visualization of the operation
 Time available.
 Chain of command.
 How and where the commander can be located.
 Priorities for planning.

CHIEF OF STAFF OR EXECUTIVE OFFICER DUTIES AND RESPONSIBILITIES

M-6. The chief of staff (COS), at division or higher, or executive officer (XO), brigade and battalion, is
normally the commander's assistant in coordinating and synchronizing the staff. Commanders normally
delegate executive management authority to the COS or XO. As the key staff integrator, the COS or XO
frees the commander from routine details of staff operations and management of the headquarters. Division
and higher units have a COS, while brigades and below have an XO. The COS or XO duties include, but
are not limited to—
 Coordinating, directing, and supervising the work of the staff.
 Establishing and monitoring the headquarters battle rhythm and nesting with higher and
subordinate headquarters battle rhythms for effective planning support, decision making, and
other critical functions.
 Representing the commander when authorized.
 Monitoring combat readiness.
 Formulating and disseminating staff policies.
 Ensuring effective liaison exchanges with higher, lower, and adjacent units and other
organizations as required.
 Supervising the sustainment of the headquarters and activities of the headquarters and
headquarters battalion or company.
M-7. The commander generally needs to know the following from the COS or XO:
 Operating policies and procedures.
 Staff recommendations.
 Status of warfighting functions within the command.
 The military decision-making process timeline and when the COS or XO expects input from the
commander.

COMMAND SERGEANT MAJOR DUTIES AND RESPONSIBILITIES

M-8. The command sergeant major serves as the senior non-commissioned officer in the unit. A command
sergeant major has no conflicts of interest. They are dedicated to assisting the commander in directing the
unit towards the successful accomplishment of the mission. They keep the commander advised of potential
situations, procedures, and practices affecting the welfare, morale, job satisfaction, and employment of the
units' enlisted Soldiers. With regard to staff planning, the command sergeant major recommends the best
non-commissioned officers and Soldiers to the commander to augment staff officers and provides valuable
expertise and experience to help develop or analyze a course of action (COA).
M-9. The commander generally needs to know the following from the command sergeant major:
 Training status of unit Soldiers and leaders.
 Welfare, morale, and satisfaction of Soldiers within the unit.
 Administrative recommendations regarding assignments, discipline, training, awards and
decorations, and uniform regulation relevant to enlisted Soldiers of the command.
 Potential combat technical and tactical deficiencies in the unit and suggestions for improvement.

350 ATP 5-0.2-1 07 December 2020

 Command and Staff Roles

COORDINATING STAFF OFFICERS

M-10. Coordinating staff officers are the commander's principal assistants who advise, plan, and coordinate
actions within their area of expertise or a warfighting function. Commanders may designate coordinating
staff officers as assistant chiefs of staff, chiefs of a warfighting function, or staff officers. Coordinating staff
officers may also exercise planning and supervisory authority over designated special staff officers.
M-11. Coordinating staff officers comprise the following positions:
 G-1 (S-1) (personnel).
 G-2 (S-2) (intelligence).
 G-3 (S-3) (operations).
 G-4 (S-4) (logistics).
 Support Operations Officer.
 G-5 (plans).
 G-6 (S-6) (signal).
 G-8 (financial management).
 G-9 (S-9) (civil affairs operations).
 Chief of fires or fire support officer.
 Air missile defense officer.
 Aviation officer
 Engineer officer.
 Chemical, biological, radiological, nuclear, and high-yield explosives officer.
 Provost marshal.
 Chaplain.
 Staff judge advocate.
 Command surgeon.
M-12. The chief of fires is at division and corps levels. This staff officer coordinates their respective
warfighting function for the commander through functional cells within the main command post (CP).
M-13. An initial (but not all inclusive) list of doctrinal resources available to the staff for large-scale
combat operations includes—
 ADP 1-02, Terms and Military Symbols, August 2018.
 ADP 3-0, Operations, July 2019.
 ADP 3-90, Offense and Defense, July 2019.
 ADP 5-0, The Operations Process, July 2019.
 ADP 6-0, Mission Command: Command and Control of Army Forces, July 2019.
 ADP 6-22. Army Leadership and the Profession, July 2019.
 FM 3-0, Operations, October 2017.
 FM 3-07, Stability, June 2014.
 FM 3-13, Information Operations, December 2016.
 FM 3-50, Army Personnel Recovery, September 2014.
 FM 3-55, Information Collection, May 2013.
 FM 6-0, Commander and Staff Organization and Operations, May 2014.
 ATP 2-01.3, Intelligence Preparation of the Battlefield, March 2019.
 ATP 5-19, Risk Management, April 2014.
 ATP 6-0.5, Command Post Organization and Operations, March 2017.
 ATP 6-22.5, A Leader's Guide to Soldier Health and Fitness, February 2016.
 Appropriate organization- and echelon-level doctrine includes:
 FM 3-94, Theater Army, Corps, and Division Operations, April 2014.
 At the brigade level, this doctrine includes—

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Appendix M

 FM 3-81, Maneuver Enhancement Brigade, April 2014.

 FM 3-96, Brigade Combat Team, October 2015.
 ATP 3-01.7, Air Defense Artillery Brigade Techniques, March 2016.
 ATP 3-09.24, Techniques for the Fire Brigade, November 2016.
 ATP 3-96.1, Security Force Assistance Brigade, May 2018.
 ATP 4-91, Army Field Support Brigade, December 2011.
 ATP 4-93, Sustainment Brigade, April 2016.
At the battalion level, this doctrine includes—
 ATP 3-01.64, Avenger Battalion and Battery Techniques, March 2016.
 ATP 3-01.85, Patriot Battalion Techniques, January 2019.
 ATP 3-09.23, Field Artillery Cannon Battalion, September 2015.
 ATP 3-20.96, Cavalry Squadron, May 2016.
 ATP 3-21.20, Infantry Battalion, December 2017.
 ATP 3-21.21, SBCT Infantry Battalion, March 2016.
 ATP 3-90.5, Combined Arms Battalion, February 2016.
 ATP 4-90, Brigade Support Battalion, June 2020.
 ATP 4-93.1, Combat Sustainment Support Battalion, June 2017.

G-1/S-1 Personnel Officer Duties and Responsibilities

M-14. The G-1/S-1 is the principal staff officer for all matters concerning human resources support
(military and civilian). The G-1/S-1 also serves as the senior adjutant general officer in the command.
Overall responsibilities of the G-1/S-1 include manning the force, providing human resource services,
conducting human resource planning and operations, and coordinating personnel support.
M-15. The commander generally needs to know the following from the G-1/S-1:
 Personnel status (PERSTAT).
 Casualties estimate by unit at expected enemy contact locations.
 Status on the delivery of replacements and return-to-duty Soldiers.
 Unit combat power.
 Ability to execute future operations based on present combat strength.
 Duty status of Soldiers.
 Casualty reports.
 Location of the Personnel and Administration Center (PAC).
 Reconstitution plan.
 Deployment status.
M-16. A basic list of doctrinal resources available to the G-1/S-1 includes—
 FM 1-0, Human Resources Support, April 2014.
 ATP 1-0.1, G-1, AG, and S-1 Operations, March 2015.

G-2/S-2 Intelligence Officer Duties and Responsibilities

M-17. The G-2/S-2 provides the intelligence and counter-intelligence functions for the unit. Success for an
intelligence officer depends, in large measure, on the relationship cultivated between them, the commander,
and the operations officer.
M-18. The commander generally needs to know the following from the G-2/S-2:
 Assessment of threat forces, capabilities, intentions, and courses of action two levels down and
other key capabilities.

352 ATP 5-0.2-1 07 December 2020

 Command and Staff Roles

 Weather, enemy, terrain, and their effects on operations (Note. While listed as a G-2/S-2 task,
this is a staff task accomplished by each section as it applies to them).
 Location of known and templated barriers, obstacles, and minefields.
 Intelligence analysis applied to SPOT reports and other pieces of information discovered.
 Enemy avenues of approach.
 Recommended priority intelligence requirements.
 Command's reconnaissance and surveillance target acquisition assets.
 Information collection plan (in conjunction with the S-3).
 Counterintelligence measures.
M-19. A basic list of doctrinal resources available to the G-2/S-2 includes—
 ATP 2-19.4, Brigade Combat Team Intelligence Techniques, February 2015.
 ATP 2-22.4, Technical Intelligence, November 2013.
 ATP 2-22.9, Open-Source Intelligence, August 2019.
 ATP 2-33.4, Intelligence Analysis, January 2020.
 TC 7-100, Hybrid Threat, November 2010.

G-3/S-3 Operations Officer Duties and Responsibilities

M-20. The G-3/S-3 operations officer's responsibilities are unique within the coordinating staff. The G-3 (S
3) is the chief of the movement and maneuver warfighting function, primary staff officer for integrating and
synchronizing the operation as a whole for the commander, and the principal staff officer for all matters
concerning operations and plans. While the COS or XO directs efforts of the entire staff, the operations
officer ensures warfighting functions integrate and synchronize across the planning horizons in current
operations integration, future operations, and plans integrating cells. Additionally, the operations officer
authenticates all plans and orders for the commander to synchronize the warfighting functions in time,
space, and purpose in accordance with the commander's intent and planning guidance.
M-21. The commander generally needs to know the following from the G-3/S-3:
 Command resource allocation priorities including time, personnel, supplies, and equipment.
 Proposed task organization and mission responsibilities of subordinate units.
 Proposed tactical maneuver, dispositions, and fire schemes.
 Locations of friendly forces.
 Overview of electromagnetic warfare, military information support operations, operational
security, deception activities, civil affairs operations, support area protection measures, and
inform and influence activities regarding rules of engagement.
 Overview of airspace considerations.
 Status of unit readiness and combat effectiveness.
 Rehearsal schedules.
 Information collection plan (in conjunction with the G-2/S-2).
M-22. A basic list of doctrinal resources available to the G-3/S-3 includes—
 FM 3-04, Army Aviation, April 2020.
 FM 3-90-1. Offense and Defense, Volume 1, March 2013.
 FM 3-90-2, Reconnaissance, Security, and Tactical Enabling Tasks, Volume 2, March 2013.
 ATP 3-06, Urban Operations, December 2017.
 ATP 3-07.5, Stability Techniques, August 2012.
 ATP 3-11.50, Battlefield Obscuration, May 2014.
 ATP 3-37.2, Antiterrorism, June 2014.
 ATP 3-90.8, Combined Arms Countermobility Operations, September 2014.
 ATP 3-90.4/MCWP 3-17.8, Combined Arms Mobility, March 2016.

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Appendix M

G-4/S-4 Logistics Officer Duties and Responsibilities

M-23. The G-4/S-4 is the principal staff officer for sustainment plans and operations, supply, maintenance,
transportation, services, and operational contract support. The G-4/S-4 helps the support unit commander
maintain logistics visibility with the commander and the rest of the staff. The G-4 has coordinating staff
responsibility for the G-1, G-8, transportation officer, and the surgeon.
M-24. The commander generally needs to know the following from the G-4/S-4:
 Key sustainment constraints and limitations.
 Determining expenditure of all classes of supply except class VIII.
 Positioning of assets and units to support operations.
 Organization of trains (echelon versus unit).
 Commodity requirements versus those on hand and available.
 Class VII weapon system loss estimate.
 Equipment recovery and evacuation operations.
 Transportation requirements and routes capabilities.
 Adequacy of command and control facilities for directing sustainment activities.
 Status of slice elements and other elements supported.
 Resupply method of distribution.

Support Operations Officer Duties and Responsibilities

M-25. A support operations officer (SPO), authorized in support commands and battalions, is the principal
staff officer for coordinating logistics. The SPO provides technical supervision for the sustainment mission
of the support command and is the key interface between the support command and the supported unit.
M-26. The commander generally needs to know the following from the SPO—
 Support requirements versus support assets available.
 Coordination efforts on external support requirements for supported units.
 Support requirements of current and future operations.
 Support operations plans and adjustments needed to meet support requirements.
 Emergent requirements.
M-27. A basic list of doctrinal resources available to the G-4/S-4 and SPO includes—
 ADP 4-0, Sustainment, July 2019.
 FM 4-0, Sustainment Operations, July 2019.
 FM 4-01, Army Transportation Operations, April 2014.
 FM 4-30, Ordnance Operations, April 2014.
 ATP 4-02.2, Medical Evacuation, July 2019.
 ATP 4-10/MCRP 4-11H/NTTP 4-09.1/AFMAN 10-409-O, Multi-Service Tactics, Techniques
and Procedures for Operational Contract Support, February 2016.
 ATP 4-11, Army Motor Transport Operations, August 2020.
 ATP 4-16, Movement Control, April 2013.
 ATP 4-32, Explosive Ordnance Disposal (EOD) Operations, September 2013.
 ATP 4-42, General Supply and Field Services Operations, July 2014.
 ATP 4-43, Petroleum Supply Operations, August 2015.
 ATP 4-44, Water Support Operations, October 2015.
 ATP 4-92, Contracting Support to Unified Land Operations, October 2014.

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 Command and Staff Roles

G-5/S-5 Plans Officer Duties and Responsibilities

M-28. The G-5/S-5 is the principal staff officer for planning operations for the mid- to long-range planning
horizons at the division echelon and higher. In the absence of a G-5 or S-5, the operations officer becomes
responsible for the planning effort.
M-29. The commander generally needs to know the following from the G-5/S-5:
 Status of planning.
 Status of current planning efforts.
 Status on plans, orders, branches, and sequels.
M-30. A basic list of doctrinal resources available to the G-5/S-5 includes—
 FM 3-04, Army Aviation, April 2020.
 FM 3-90-1, Offense and Defense, Volume 1, March 2013.
 FM 3-90-2, Reconnaissance, Security, and Tactical Enabling Tasks, Volume 2, March 2013.
 ATP 3-06, Urban Operations, December 2017.
 ATP 3-07.5, Stability Techniques, August 2012.
 ATP 3-11.50, Battlefield Obscuration, May 2014.
 ATP 3-37.2, Antiterrorism, June 2014.
 ATP 3-90.4/MCWP 3-17.8, Combined Arms Mobility, March 2016.
 ATP 3-90.8, Combined Arms Countermobility Operations, September 2014.
 ATP 5-0.1, Army Design Methodology, July 2015.

G-6/S-6 Signal Officer Duties and Responsibilities

M-31. The G-6/S-6 is the principal staff officer for all matters concerning network operations (jointly
comprising DOD information network operations and applicable portions of defensive cyberspace
operations), network transport, information services, and spectrum management operations within a unit's
area of operations (AO). When planning a communications system, the commander should be guided by
the types and amounts of equipment available. Consider all communications-electronic assets available
throughout the command. This includes equipment in signal units in addition to communications-electronic
equipment and personnel assigned to the command.
M-32. The commander generally needs to know the following from the G-6/S-6:
 Communications-electronic status.
 Communication resources available.
 Communication support available (mobile subscriber equipment coverage).
 Special additional training requirements.
 Modifications in signal operation instructions.
 Frequency changes and alternate means of communications.
 Anti-jamming plan.
 Retransmission capability.
 Operational communications-electronic dead space and the plan to mitigate it.
M-33. A basic list of doctrinal resources available to the G-6/S-6 includes—
 FM 3-12, Cyberspace and Electronic Warfare Operations, April 2017.
 FM 6-02, Signal Support to Operations, September 2019.
 ATP 6-02.71, Techniques for Department of Defense Information Network Operations, April
2019.
 ATP 6-02.72/MCRP 3-30B.3 [MCRP 3-40.3A]/NTTP 6-02.2/AFTTP 3-2.18, Multi-Service
Tactics, Techniques, and Procedures for Tactical Radios, May 2017.

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Appendix M

G-8/S-8 Financial Management Officer Duties and Responsibilities

M-34. The G-8/S-8 is the principal staff officer for all financial management (resource management and
finance operations). In coordination with the financial management center and through the theater
sustainment command, the G-8 establishes and implements command finance operations policy. G-8/S-8
are typically found at brigade and higher. In the absence of a G-8 or S-8, the S-4 or XO usually provides
financial management to the unit.
M-35. The commander generally needs to know the following from the G-8/S-8:
 Funds available.
 Cost associated with each COA or operation.
 Status of operational financial management tasks.
M-36. A basic list of doctrinal resources available to the G-8/S-8 includes—
 FM 1-06, Financial Management Operations, April 2014.
 ATP 1-06.1, Field Ordering Officer (FOO) and Pay Agent (PA) Operations, May 2013.
 ATP 1-06.3, Banking Operations, January 2015.
 ATP 1-06.4, Internal Controls, May 2016.
 ATP 4-92, Contracting Support to Unified Land Operations, October 2014.

G-9/S-9 Civil Affairs Officer Duties and Responsibilities

M-37. The G-9/S-9 is the principal staff officer for all matters concerning civil affairs. The G 9/S 9
evaluates civil considerations and prepares the groundwork for transitioning the AO from military to
civilian control.
M-38. The commander generally needs to know the following from the G-9/S-9:
 Status, including locations, capabilities, and effects, of other U.S. government agencies, host-
nation civil and military authorities, and nongovernmental and international organizations in the
AO.
 Status of staff coordination with—
 G2/S-2 on information gained for civilians in the area of operations.
 Chief of fires or fire support officer on the restricted target and no-strike list.
 G-4/S-4 to coordinate facilities, supplies, and other material from the civil sector to support
operations.
 G-6/S-6 on military use of local information systems.
 Information operations officer to ensure disseminated information is not contradictory.
 Surgeon on the military use of civilian medical treatment facilities, materials, and supplies.
 Provost marshal to coordinate and manage support to host-nation personnel recovery center
efforts in the AO.
 Civil-military operations center personnel to maintain liaison with unified action partners,
indigenous populations and institutions (IPI), other U.S. government agencies, host-nation
civil and military authorities, and non-governmental and international organizations in the
AO.
 Status of community relations programs to gain and maintain public understanding and goodwill
and to support military operations.
 Civil affairs assets available to include capabilities and limitations.
 Displaced civilian’s movement, routes, and assembly areas that support the current COA.
 Status of the IPI ability of care of civilians and provide resources to support military operations.
 Efforts that units, officials (friendly, host-nation civil, or host-nation military), and the
population are taking to identify, plan, and implement programs to support civilian populations
and strengthen host-nation internal defense and development.

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 Command and Staff Roles

M-39. A basic list of doctrinal resources available to the G-9/S-9 includes—

 FM 3-05, Special Operations, January 2014.
 FM 3-57, Civil Affairs Operations, April 2019.
 ATP 3-07.5, Stability Techniques, August 2012.
 ATP 3-07.6, Protection of Civilians, October 2015.
 ATP 3-07.31/MCTP 3-03B/AFTTP 3-2.40, Multi-Service Tactics, Techniques, and Procedures
for Peace Operations, May 2019.
 ATP 3-57.10, Civil Affairs Support to Populace and Resources Control, August 2013.
 ATP 3-57.20/MCRP 3-33.1C, Multi-Service Techniques for Civil Affairs Support to Foreign
Humanitarian Assistance, February 2013.
 ATP 3-57.30, Civil Affairs Support to Nation Assistance, May 2014.
 ATP 3-57.50, Civil Affairs Civil Information Management, September 2013.
 ATP 3-57.60, Civil Affairs Planning, April 2014.
 ATP 3-57.70, Civil-Military Operations Center, May 2014.
 ATP 3-57.80, Civil-Military Engagement, October 2013.

Chief of Fires and Fire Support Officer Duties and Responsibilities

M-40. The chief of fires is the principal staff officer for the fires warfighting function at division through
theater army. At brigade and below, the fire support officer serves as the staff officer for fires. The chief of
fires or fire support officer may have coordinating responsibilities for the air and missile defense officer
and the aviation officer.
M-41. The commander generally needs to know the following from the fire support officer:
 Fire support officer targeting capabilities.
 Recommended fire support tasks for mortars and cannons.
 All fire support assets available.
 Ammunition status of fire assets.
 Location and direction of azimuth for radars.
 Weather impacts on fire assets.
 Ability of fire support assets to meet defeat criteria as stated in the commander's attack guidance.
 Nomination and evaluation of high-payoff targets.
 Ammunition pre-stocks availability.
M-42. A basic list of doctrinal resources available to the chief of fire and the fire support officer includes—
 ADP 3-19, Fires, July 2019.
 FM 3-09, Field Artillery Operations and Fire Support, April 2020.
 ATP 3-01.60, Counter-rocket, Artillery, and Mortar Operations, May 2013.
 ATP 3-09.02, Field Artillery Survey, February 2016.
 ATP 3-09.12, Field Artillery Target Acquisition, July 2015.
 ATP 3-09.13, The Battlefield Coordination Detachment, July 2015.
 ATP 3-09.30, Techniques for Observed Fire, August 2013.
 ATP 3-09.32/MCRP 3-16.6A/NTTP 3-09.2/AFTTP 3-2.6, JFIRE Multi-Service TTPs for the
Joint Application of Firepower, October 2019.
 ATP 3-09.42, Fire Support for the Brigade Combat Team, March 2016.
 ATP 3-11.50, Battlefield Obscuration, May 2014.

07 December 2020 ATP 5-0.2-1 357

Appendix M

Air and Missile Defense Officer Duties and Responsibilities

M-43. The air and missile defense officer coordinates air and missile defense activities and, when
necessary, plans with the area air and missile defense commander, joint force air component commander,
and airspace control authority. The air and missile defense officer coordinates the planning and use of all
joint air and missile defense systems, assets, and operations. A key role of the air and missile defense
officer is to assist the commander in developing a critical asset list (CAL) and a defended asset list
(DAL)—assets defendable by air and missile defense forces.
M-44. The commander generally needs to know the following from the air and missile defense officer:
 Recommended air defense priorities.
 Number, type, and positioning of air defense artillery weapons defending key assets.
 Air defense artillery task organization.
 Terrain and weather factors and limitations impacting the air defense plan.
 Threat characteristics and tactics impacting the air defense plan.
 Number and types of air defense artillery weapons available to each defense.
 Weapon system requirements, limitations, and characteristics, impacting the air defense plan.
 An effective early warning plan.
 Weapons control status and air defense warning status.
 Operational security plan for air defense artillery assets.
M-45. A basic list of doctrinal resources available to the air and missile defense officer includes—
 FM 3-01.13, Air Defense Artillery Operational Planning Data (S/NF), May 2019.
 ATP 3-01.7, Air Defense Artillery Brigade Techniques, March 2016.
 ATP 3-01.8, Techniques for Combined Arms for Air Defense, July 2016.
 ATP 3-01.15/MCTP 10-10B/NTTP 3-01.8/AFTTP 3-2.31, Tactics, Techniques, and Procedures
for an Integrated Air Defense System, March 2019.
 ATP 3-01.16, Air and Missile Defense Intelligence Preparation for the Battlefield (AMD IPB),
March 2016.
 ATP 3-01.50, Air Defense and Airspace Management (ADAM) Cell Operation, April 2013.
 ATP 3-01.64, Avenger Battalion and Battery Techniques, 3-01.64, March 2016.
 ATP 3-01.85, Patriot Battalion Techniques, January 2019.
 ATP 3-01.91, Terminal High Altitude Defense (THAAD) Techniques, August 2018.

Aviation Officer Duties And Responsibilities

M-46. The aviation officer is in charge of the aviation cell and plans, coordinates, and incorporates aviation
into the ground maneuver commander's scheme of maneuver. The aviation officer focuses on providing
employment advice and initial planning for aviation missions, unmanned aerial systems, and airspace
planning. The aviation officer also assists in coordination and synchronization with the tactical air control
party and the fires cell.
M-47. The commander generally needs to know the following from the aviation officer:
 Employment planning advice for the employment of all manned and unmanned Army Aviation
units.
 Status of aviation assets in support of the unit.
M-48. A basic list of doctrinal resources available to the aviation officer includes—
 FM 1-564, Shipboard Operations, June 1997 (Obsolete).
 FM 3-04, Army Aviation, April 2020.
 FM 3-52, Airspace Control, October 2016.
 FM 3-98, Reconnaissance, Security, and Tactical Enabling Tasks, July 2015.
 AR 95-1, Flight Regulations, March 2018.
 AR 95-2, Air Traffic Control, Airfield/Heliport and Airspace Operations, March 2016.

358 ATP 5-0.2-1 07 December 2020

 Command and Staff Roles

Engineer Duties and Responsibilities.

M-49. The unit engineer officer provides the commander with the technical skills and equipment needed to
execute the mobility, counter-mobility, and survivability requirements of the command.
M-50. The commander generally needs to know the following from the engineer officer:
 Engineer priorities of work.
 Obstacle emplacement status.
 Barrier material status.
 Countermobility capabilities.
 Blade hours available.
 Plan for use of assets (such as equipment, class IV items, and platoons).
 Plan for tracking engineer work (such as obstacle emplacement and survivability positions).
M-51. A basic list of doctrinal resources available to the engineer officer includes—
 FM 3-34, Engineer Operations, April 2014.
 ATP 3-34.22, Engineer Operations—Brigade Combat Team and Below, December 2014.
 ATP 3-34.23, Engineer Operations—Echelons Above Brigade Combat Team, June 2015.
 ATP 3-34.40, General Engineering, February 2015.
 ATP 3-34.81, Engineer Reconnaissance, March 2016.
 ATP 3-37.34, Survivability Operations, April 2018.
 ATP 3-90.4/MCWP 3-17.8, Combined Arms Mobility, March 2016.
 ATP 3-90.8, Combined Arms Countermobility Operations, September 2014.

Chemical, Biological, Radiological, and Nuclear Officer Duties and Responsibilities

M-52. The chemical, biological, radiological, and nuclear (CBRN) officer is responsible for CBRN
operations, obscuration operations, and CBRN asset use.
M-53. The commander generally needs to know the following from the CBRN officer:
 Threat’s plan for CBRN activities.
 Monitoring teams’ readiness.
 Potential downwind vapor hazards.
 Recommendations on employment missions of attached CBRNE assets, if applicable.
 Decontamination (to include priorities) and smoke operations plans.
 Templated chemical strikes location.
 The use and impact of threat smoke operations.
M-54. A basic list of doctrinal resources available to the chemical officer includes—
 FM 3-11, Chemical, Biological, Radiological, and Nuclear Operations, May 2019.
 ATP 3-11.32/MCWP 10-10E.8/NTTP 3-11.37/AFTTP 3-2.46, Tactics, Techniques, and
Procedures for Chemical, Biological, Radiological, and Nuclear Passive Defense, May 2016.
 ATP 3-11.36/MCRP 10-10E.1/NTTP 3-11.34/AFTTP 3-2.70, Tactics, Techniques, and
Procedures for Chemical, Biological, Radiological, and Nuclear Planning, September 2018.
 ATP 3-11.37/MCWP 3-37.4/NTTP 3-11.29/AFTTP 3-2.44, Tactics, Techniques, and
Procedures for Chemical, Biological, Radiological, and Nuclear Reconnaissance and
Surveillance, March 2013.
 ATP 3-11.41/MCRP 3-37.2C/NTTP 3-11.24/AFTTP 3-2.37, Tactics, Techniques, and
Procedures for Chemical, Biological, Radiological, and Nuclear Consequence Management
Operations, July 2015.
 ATP 3-11.50, Battlefield Obscuration, May 2014.

07 December 2020 ATP 5-0.2-1 359

Appendix M

Provost Marshal Duties and Responsibilities

M-55. The provost marshal plans, coordinates, and employs all organic, assigned, or attached military
police assets.
M-56. The commander generally needs to know the following from the Provost Marshal:
 Priorities for limited assets and recommendations to mitigate risks.
 Detainee estimates and status
 Police intelligence assessments.
 Analysis of criminal and hybrid threats.
 Plan for the protection of high-risk personnel and facilities.
 Preparation for the employment of lethal and nonlethal military police capabilities.
 Anticipated requirements and capabilities.
 Products and services developed on force protection and the rule of law.
M-57. A basic list of doctrinal resources available to the engineer and chemical officer includes—
 ADP 3-37, Protection, July 2019.
 FM 3-39, Military Police Operations, April 2019.
 ATP 3-07.6, Protection of Civilians, October 2015.
 ATP 3-37.2, Antiterrorism, June 2014.

Chaplain Duties and Responsibilities

M-58. The chaplain serves as a personal staff officer and provides religious support to all assigned and
attached service members, family members, and authorized civilians. Provides religious, moral, and ethical
advisement to the command as it impacts both individuals and organizational missions. Coordinates with
higher, subordinate, and adjacent chaplain sections and unit ministry teams for denominational coverage
requirements.
M-59. The commander generally needs to know the following from the chaplain:
 Religious support plan.
 Issues dealing with ethics, morals, and morale as affected by religion.
 Impact of local religious groups and sites on planned military operations.
 Location of the unit ministry teams and chaplain sections.
 Any special religious accommodation requests from Soldiers.
 Any humanitarian issues arising from indigenous groups.
 How to access additional religious support assets, as required.
M-60. A basic list of doctrinal resources available to the chaplain includes—
 ADP 4-0, Sustainment, July 2019.
 FM 1-05, Religious Support, January 2019.
 ATP 1-05.01, Religious Support and the Operations Process, July 2018.
 ATP 1-05.02, Religious Support to Funerals and Memorial Events, November 2018.
 ATP 1-05.03, Religious Support and External Advisement, January 2019.
 ATP 1-05.04, Religious Support and Internal Advisement, March 2017.
 ATP 1-05.5, Religious Support and Casualty Care, August 2019.

Staff Judge Advocate General Duties and Responsibilities

M-61. The staff judge advocate is the senior legal advisor in the command and the primary legal advisor to
the commander. The staff judge advocate provides complete legal support encompassing the six core legal
disciplines-military justice, international and operational law, administrative and civil law, contract and
fiscal law, claims, and legal assistance.
M-62. The commander generally needs to know the following from the staff judge advocate:

360 ATP 5-0.2-1 07 December 2020

 Command and Staff Roles

 Legal advice and support across the core legal disciplines.

 Legal advice and support in decisive action.
 Legal advice and support in military justice, administrative separations, command policies, and
other issues related to the good order and discipline within the command.
 Administration of military justice for the command for the general court-martial convening
authority.
 Legal assistance services (including Soldier readiness processing) for the command consistent
with all applicable laws, regulations, rules of professional responsibility, and requirements of the
command’s mission.
 Ethics counseling for the commander.
M-63. A basic list of doctrinal resources available to the staff judge advocate includes—
 AR 27-1, Judge Advocate Legal Services, January 2017.
 FM 1-04, Legal Support to Operations, June 2020.
 FM 6-27/MCTP 11-10C, The Commander’s Handbook on the Law of Land Warfare,
August 2019.
 Manual for Courts-Martial United States, 2019 edition.

Command Surgeon Duties and Responsibilities

M-64. The surgeon coordinates health assets and operations within the command. This officer provides and
oversees medical care to Soldiers, civilians, and enemy prisoners of war. Battalion and higher echelon units
are authorized a surgeon.
M-65. The commander generally needs to know the following from the command surgeon:
 Assessment of the health of the command.
 Medical workload requirements (patient estimates).
 Status of casualties in the Army health system.
 Eligibility for medical care in a U.S. Army military treatment facility has been determined, in
conjunction with the staff judge advocate and the chain of command.
 Recommended medical evacuation (MEDEVAC) policies and procedures.
 Monitored medical regulating and patient tracking operations.
 Recommended disposition instructions for captured enemy medical supplies and equipment.
 Emergency medical and preventive medicine measures.
 Location and capabilities of unit and higher medical services.
M-66. A basic list of doctrinal resources available to the command surgeon includes—
 FM 4-02, Army Health System, August 2013.
 ATP 4-02.1, Army Medical Logistics, October 2015.
 ATP 4-02.2, Medical Evacuation, July 2019.
 ATP 4-02.3, Army Health System Support to Maneuver Forces, June 2014.
 ATP 4-02.5, Casualty Care, May 2013.
 ATP 4-02.8, Force Health Protection, March 2016.

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 Appendix N
Environmental Considerations

This appendix covers three unique environments—desert, mountain, and cold

weather. Base chapters of this publication assume a temperate climate. By modifying
base planning factors with the following considerations, units can be successful in
these three unique environments.

DESERT OPERATIONS
N-1. Information in this section is derived from ATP 3-90.97, ATP 3-34.5, FM 90-3, and DODI 4715.05.
N-2. Desert climate characteristics include dusty, rugged landscapes with temperatures varying from
extreme highs to freezing (with potential swings of 70 degrees Fahrenheit between day and night) and
visibility between 30 miles to 30 feet at any given location. These climates are also characteristically arid,
with little or no viable sources of water. Winds, flash flooding, a higher probability of detection due to dust
from moving vehicles, and a lack of available concealment (for light and acoustic signatures), and other
environmental concerns present risks to Soldiers, equipment, and operations.
N-3. Moreover, most desert terrain presents challenges, and commanders must adapt their operations to
accommodate these variables. Protection of lines of communication and water supply are vital. Common
desert terrain includes sand dunes, escarpments, wadis, and depressions. Aerial reconnaissance is a valuable
tool in identifying these and other desert geographic features in order to plan operations.
N-4. Drivers must be well trained in judging desert terrain so they can select the best method of
overcoming the varying conditions they encounter. Desert terrain varies from nearly flat, with high
trafficability, to lava beds and salt marshes with little or no trafficability. Techniques for driving and
operating equipment in desert conditions are contained in Appendix C of FM 90-3.
N-5. Soldiers in the desert must be trained to navigate in extreme conditions with few landmarks, with
loss of communications, and in isolation. Map reading and land navigation are vital skills that Soldiers
should refresh often. The lack of identifiable terrain features and other landmarks increases the risk of
fratricide, so commanders must synchronize tactical movements. Targeting is also more complex without
discernable target reference points.
N-6. Employing obstacles, both natural and artificial, can reduce avenues of approach. Some desert areas
contain wadis or other natural terrain features that serve as obstacles. Other areas require artificial obstacles
such as minefields. A minefield, to be of any tactical value in the desert, must usually cover a relatively
large area. This requires mechanical means and engineer support. Because too many avenues of approach
often exist to cover with mines, they are usually best employed—especially at night—to cover gaps
between units.
N-7. Air operations can be adversely affected by heat and dust present in desert environments. The effects
of the environment on both flight and weapon systems increases the need for maintenance and replacement
systems. However, visibility and the capability of massing fires from a distance when targets are
established is generally enhanced in desert conditions, making air attacks a valuable asset to the force.
N-8. The desert offers excellent fields of fire; therefore, leaders should site tanks and heavy antitank
weapons to take advantage of their long range and accuracy. Firing first and accurately are the most
important considerations in desert operations.
N-9. Refraction due to extreme heat can cause weapon systems and manual targeting errors. When a crew
is missing targets under these conditions, the cause is refraction and not crew error or loss of boresight due
to improper procedures. Units and crews must be trained to adjust for refraction.

07 December 2020 ATP 5-0.2-1 363

Appendix N

N-10. Health risks to personnel in the desert environment include dehydration, accumulated heat
exhaustion leading to heat stroke, and hypothermia from extreme temperature variations between day and
night. Leaders must plan ways, including increased water consumption, to bring body temperatures down
during daytime rest periods. Table G-24 on page 281 shows standard water planning factors related to
personnel (gal/person/day) for a variety of theaters. Air flow and proper cooling during rest periods
requires elevation (such as cots), ventilation, and air conditioning (when available). Adjusting work-rest
cycles in coordination with expected temperatures and avoiding sunburn and windburn reduces heat stress.
Monitoring Soldiers and ensuring they are afforded opportunities to stay warm and dry as the mission
allows helps reduce the occurrence of hypothermia.
N-11. Other health risks to individuals and units include wildlife, plants, and poorly maintained water
supplies. Personnel attract wildlife that may breed in equipment; these can reach swarm numbers when left
unchecked. Diseases common to the desert and related to these risks include plague, typhus, malaria,
dengue fever, dysentery, cholera, and typhoid. Medical and veterinary services plan how to manage
wildlife risks.
N-12. General maintenance tips for desert operations follow:
 Check track tension daily.
 Check drive belt adjustment frequently.
 Lubricate suspension items daily, and clean grease fittings.
 Reduce sand ingestion by stretching nylon stockings over air cleaners.
 Emphasize proper engine cooldown and shutdown procedures, especially diesel engines.
 Prepare all vehicles for desert operations in accordance with the appropriate TMs.
 Adjust battery specific gravity to the environment (refer to TMs).
 Set voltage regulators at the lower end of specifications.
 Start vehicles regularly to prevent battery discharge.
 Increase stocks of oils and lubricants.
 Use high-grade 20W-50 oil, which performs well under desert conditions.
 Compensate for increased pressure due to severe heat in closed pressurized systems.
 Check lubrication orders and technical manuals for the correct viscosity of lubricants at higher
temperatures.
 Keep lubrication to the absolute minimum on exposed or semi-exposed moving parts, including
working weapons parts.
 Erect screens against blowing sand in maintenance areas.
 Cover the gap between the fuel nozzle and the fuel tank filler neck opening during refueling
operations.
 Protect exposed electrical cables and wires with electrical tape.
 Issue small paintbrushes to all personnel for weapons cleaning and other equipment
maintenance.
 Keep optics covered. Clean them with a soft paintbrush or a low-pressure air system (this works
well for weapons also).
 Clean sand and dirt from hulls of armored vehicles.
 Check tire pressures and fuel levels at the midpoint of the temperature range for the day.
 Ground all refueling equipment to prevent static discharge
 Replenish radiators with potable water whenever possible.
 Determine battery shortages early and requisition early.
 Drain fuel lines at night and in the morning due to condensation collecting in the lines.
 Increase prescribed load lists (PLL) for the following parts due to high failure rates in desert
environments:
 Tires.
 All track components.
 All suspension components for both wheel and track vehicles.

364 ATP 5-0.2-1 07 December 2020

 Environmental Considerations

 Brake shoes.
 Bearings and bushings.
 Plastic and rubber parts, including seals.
 All filters.
 Generator components.
 Deploy with extra plastic bags to cover weapons and protect other equipment during
maintenance or when not in use.
 Bring muzzle plugs.

MOUNTAIN OPERATIONS
N-13. Information in this section is derived from ATP 3-90.97, TC 3-97.61, and AR 70-38.
N-14. Regardless of their appearance, rugged terrain is common among all types of mountains. Mountains
may have isolated peaks, rounded crests, eroded ridges, gorges, high plains cut by valleys, and deep
ravines. High rocky crags with glaciated peaks and year-round snow cover exist in mountain ranges at most
latitudes in the western portion of the Americas and in Asia. Different types of rock and varied slopes
present varied hazards (see TC 3-97.61 for a discussion on rock types and hazards, route classifications,
and climbing condition estimates).
N-15. Mountain weather can be extremely erratic. It varies from stormy winds to calm, and from extreme
cold to warmth within a short time or with a minor shift in locality. The severity and variance of the
weather causes it to have a major impact on military operations.
N-16. Mountains are commonly classified according to elevation, which is the height of the immediate
terrain in reference to sea level. Descriptors from the conditions for joint tasks follow:
 Very high—greater than 3,048 meters (10,000 feet).
 High—1,829 to 3,048 meters (6,000 to 10,000 feet).
 Moderately high—914 to 1,829 meters (3,000 to 6,000 feet).
 Moderately low—305 to 914 meters (1,000 to 3,000 feet).
 Low—152 to 305 meters (500 to 1000 feet).
 Very low—less than 152 meters (500 feet).

MANEUVERING IN MOUNTAINOUS REGIONS

N-17. Mountainous regions can severely degrade maneuverability due to snow, ice, terrain features,
grades, and damage caused by frequent snowfall and weather. During weather events, fog, and cloudy
conditions may limit visibility—up to white out conditions—posing threats and presenting opportunities for
concealed movement. The area that stationary forces may be able to cover effectively may decrease due to
obstructed fields of fire. Cover and concealment for dismounted and mounted forces are typically prevalent
in mountainous regions below the timberline and unexpected above the timberline. Tables N-1 through N-3
on pages 365–366 detail some planning factors for maneuverability in mountainous regions.

Table N-1. Mountainous terrain levels

ATP 3-90.97
Level Description
I Bottoms of valleys and main LOC
II Ridges, slopes, and passes that overlook valleys
III Dominant terrain of the summit region

07 December 2020 ATP 5-0.2-1 365

Appendix N

Table N-2. Mountainous terrain maneuverability

ATP 3-90.97
Class Terrain Mobility requirements Skill level required
1 Gentler slopes/trails Walking techniques Unskilled (with some assistance) and
2 Steep/rugged terrain Some use of hands basic mountaineers
3 Easy climbing Fixed ropes where
exposed Basic mountaineers (with assistance
4 Steep/exposed Fixed ropes required from assault climbers)
climbing
5 Near vertical Technical climbing Assault climbers
required

Table N-3. Altitude effects

ATP 3-90.97
Altitude Approximate elevation Effects of acute altitude exposure
Low Sea Level–1,200 m (4,000 ft) None
Mild altitude illness and decreased performance may
Moderate 1,200–2,400 m (4,000–7,870 ft)
occur
Altitude illness and performance decrements are more
High 2,400–4,000 m (7,870–13,125 ft)
common and greater
Very High 4,000–5,500 m (13,125–18,000 ft) Altitude illness and decreased performance is the rule
With acclimatization, humans can function for short
Extreme 5,500 m (18,000 ft) and higher
periods of time

N-18. Impacts and risks of mountainous regions include—

 Concealment of movements due to fog, clouds, foliage, ravines, and rock.
 Obstacles to movement.
 Severely hindered sustainment resupply by vehicle.
 Avalanches.
 Temperature swings can fatigue Soldiers and pose risks to their health.
 Wind damage and wind chill.
 Equipment damage due to rugged terrain, rock slides, heavy snow, wind, and falls.
 Personnel injury and death due to falls, rockslides, avalanches, exposure, and prolonged injury.
 Altitude sickness.
 Difficulty in evacuation.
 The need for extended planning time, reconnaissance, and preparation before conducting
operations.
 Multiple avenues of approach and cover/concealment present advantages to an attacker.
 Difficult terrain presents an advantage to the defense.
 Retrograde and recovery operations are difficult in mountainous terrain.
 Increased risk of vehicle rollovers.

CASUALTY EVACUATION IN MOUNTAINOUS REGIONS

N-19. Casualty evacuation (CASEVAC) in the mountains is resource-intensive in manpower, equipment,
and time. If possible, planned routes should identify casualty collection points accessible to multiple
transportation assets. Units consider how they will move casualties when vehicles or aircraft are not
available due to terrain and weather restrictions. Personnel should be trained in rough terrain evacuation
techniques prior to deployment, to include raising, lowering, and using nonstandard platforms. Leaders plan

366 ATP 5-0.2-1 07 December 2020

 Environmental Considerations

and rehearse contingencies for mounted, dismounted, and aviation evacuations. Realistic time/distance
analysis is conducted to ensure proper allocation of assets and to maximize casualty survivability. Units
consider pushing medical assets to lower echelons to reduce CASEVAC requirements.

COLD WEATHER OPERATIONS

N-20. Information in this section is derived from ATP 3-90.97, TC 3-97.61, and AR 70-38.
N-21. For military purposes, cold regions are any region where cold temperatures, unique terrain, and
snowfall have a significant effect on military operations for one month or more each year. About one
quarter of the earth’s land mass may be designated as severely cold. These areas vary in topography from
mountain caps, boreal forests, tundra, icecaps, muskeg or bog, permafrost, glaciers, and freezing rivers.
N-22. In the arctic region, conditions resemble a desert environment with respect to observation and fields
of fire. Generally, the terrain is open with little high vegetation and allows for unrestricted visibility,
although complex terrain still exists. Boreal forests of the subarctic are the exception with dense growth
and cover dominating the landscape.
N-23. Operational considerations follow:
 Operational delays due to storms or extreme cold.
 Changes to mobility corridors, avenues of approach, and trafficability due to freezes or thaws.
 Antenna icing can reduce range, increase noise, alter frequency, or simply collapse the antenna.
 Radar signal scattering due to ice, fog, and airborne snow.
 Thickened oil and lubricants, which can cause mechanical problems in generators and vehicles.
 Decreased battery life and performance.
 Significantly degraded visibility due to snow and fog.
 Avalanches, due to instability of the snowpack, threaten troops and hinder mobility.
 Wind chill factors and potential human problems due to frostbite and trench foot (also known as
immersion foot).
N-24. Risks of operating in extreme cold environments include frostbite, fatigue, concomitant injury,
malnutrition, hypothermia, trench foot, respiratory illnesses, and degraded maneuvering. Table N-4 details
wind chill effects on relative temperature.

Table N-4. Wind chill effects

Actual thermometer reading in degrees Fahrenheit
Estimated wind 50 40 30 20 10 0 -10 -20 -30 -40 -50 -60
speed (mph) Equivalent temperature in degrees Fahrenheit
Calm 50 40 30 20 10 0 -10 -20 -30 -40 -50 -60
5 48 37 27 16 6 -5 -15 -26 -36 -47 -57 -68
10 40 28 16 4 -9 -24 -33 -46 -58 -70 -83 -95
15 36 22 9 -5 -18 -32 -45 -58 -72 -85 -99 -112
20 32 18 4 -10 -25 -39 -53 -67 -82 -96 -110 -124
25 30 16 0 -15 -29 -44 -59 -74 -88 -104 -118 -133
30 28 13 -2 -18 -33 -48 -63 -79 -94 -109 -125 -140
35 27 11 -4 -21 -35 -51 -67 -82 -98 -113 -129 -145
40 26 10 -6 -21 -37 -53 -69 -89 -100 -116 -132 -148
Winds greater than Little danger to Increased danger for freezing Maximum danger of freezing and
40 mph have little properly clothed of exposed flesh. Increased death. Maximum danger of
additional effect on personnel. danger of windburn, breathing exhaustion, dehydration, frostbite,
wind chill but pose difficulty, and lung damage. respiratory illness, and inability to
additional risks to Increased fatigue and difficulty perform rudimentary and basic
equipment and performing tasks. functions.
personnel.

07 December 2020 ATP 5-0.2-1 367

Appendix N

SUPPLY CONTROL IN EXTREME ENVIRONMENTS

N-25. Tables N-5 and N-6 are derived from FM 90-3 and ATP 3-90.97. Table N-5 on pages 368–371
describes supply considerations in extreme environments, and table N-6 on page 371 lists common items
requiring additional stock levels in extreme environments.

Table N-5. Supply considerations in extreme environments

Class Environment Requirements
CL I Desert and arid Class (CL) I rations are typically perishable and need to be rotated more
environments frequently during operations in hot weather arid environments. Plan and
contract for refrigerated containers or other refrigeration capability. This
provision increases the short ton requirements per day for all kinds of
operations. Bottled water needs rotation and protection from outside
environments in both hot and cold environments. Bottled water
consumption and purification requirements increase in arid and hot
environments. Water treatment and inspection is required in greater
quantities in environments where diseases and bacteria flourish
Mountain Mountainous operations increase consumption of CL I because the
caloric requirements of operating in these environments is high. The
cold weather ration contains menu bags that contain 1,540 calories
each. At high altitudes with extreme cold, an individual consumes three
menu bags per day. Water requirements for production, resupply,
storage, and consumption are often the most significant logistical
challenge to extended mountain operations. Leaders should enforce an
increase in water consumption for two days prior to an operation. When
operating at altitude, it may be difficult to carry enough water to sustain a
unit for more than a day.
Cold weather- Units must be cognizant of thawing requirements for food stuffs in cold
specific environments. Transportation of some commodities such as bottled and
bulk water may require some additional care, insulation packing
(weight), and damage control during cold weather operations.
Temperature variations between extreme cold and hot liquids can also
pose a risk to Soldiers during preparation and consumption.
CL II Desert and arid Desert environments require additional protective gear such as
environments balaclavas, goggles and replacements, replacement boots, and inserts
damaged by sand.
Mountain Operations in rugged mountainous terrain require the frequent
replacement of clothing and other materials such as tentage. Complete
planning to issue and replace mountain boots well before deployment.
Cold weather- Cold weather environments require additional clothing and tentage
specific requirements to include heating capabilities. All requirements increase
the need for resupply of damaged equipment. Plan for additional cold
weather-specific clothing issue and resupply to prevent cold weather
injuries. Some cold weather environments require specialized equipment
detailed in ATP 3-90.97.
CL III (P) Desert and arid Air and all fluids expand and contract according to temperature. Fuel
and CL environments tanks filled to the brim at night, overflow by mid-day. Use filters when
III (B) refueling any type of vehicle and cover the gap between the nozzle and
the fuel tank filler pipe. It takes comparatively little dirt to block a fuel
line. Fuel filters require more frequent cleaning. Check and replace fuel
filters often. Condensation can affect such items as optics, fuel lines,
and air tanks. Drain fuel lines both at night and in the morning
(whenever necessary). Establish a ground (metal circuit) between fuel
tankers and vehicles before and during refueling. The great distances a
unit must travel to outflank enemy positions require significant amounts
of fuel and complicate resupply.

368 ATP 5-0.2-1 07 December 2020

 Environmental Considerations

Table N-5. Supply considerations in extreme environments (continued)

Class Environment Considerations
CL III (P) Mountain Mountain operations challenge the use, storage, and distribution of fuel.
and CL Ground operations increase fuel consumption rates of individual vehicles
III (B) by 30–40 percent due to elevation climb, requiring more fuel filtering and
distribution. Terrain factors such as unimproved roads, mud, snow, and
slush can add to fuel consumption. As vehicles ascend, the amount of
oxygen available is reduced and the engine efficiency drops. On
average, vehicles lose 20–25 percent of their rated carrying capacity;
however, overall fuel consumption for the unit decreases because of
lower vehicle movement. Heavy reliance on aviation assets for resupply
and movement increases aviation fuel requirements.
Cold weather- Cold weather operations require increased testing, recirculation,
specific equipment maintenance, and fuel usage due to extended equipment
operation requirements. In the extreme cold weather environment, fuel is
the single point of failure in the whole operation. Depending on
temperature, adding icing inhibitors to fuel may be necessary. When
operating in the cold, anticipate increased petroleum-oil-lubricant needs.
Fuel consumption can rise as much as 25 percent for vehicles operating
in deep snow, slush or mud. This is in addition to increased fuel usage
from elevation increases. Expect increased consumption due to longer
warm-up times. Diesel fuel reaches its freezing point and begins to gel at
around 15° Fahrenheit, whereas, jet fuel has a much lower freezing point
of around -51° Fahrenheit. Fuel additives are available to decrease the
possibility of fuel gelling. Although fuels do not completely freeze, they
keep the same temperature as the air. To prevent frostbite, fuel handlers
must always wear gloves designed for handling petroleum products
when working with fuels.
CL IV Desert and arid Barriers and other construction in desert environments almost
environments exclusively need to be fabricated. There is little natural, permanent
barrier material. Engineer assets should precede other forces whenever
possible. Soldiers often improvise construction in the absence of
engineer assets or materials (see FM 90-3, chapter 3, for some
techniques).
Mountain Depending on the nature of the environment (soft or hard ground) and
the engagement level, the need for CL IV is highly variable. CL IV likely
needs to be delivered by air and planning should include unit pre-
packaged deliveries.
Cold weather- Cold weather conditions affect the ability to construct fighting positions
specific due to hardness of the ground and permafrost. Units should carry
additional CL IV to construct above-ground fighting positions to
compensate.
CL V Desert and arid Ammunition must be out of direct heat and sunlight. Units use containers
environments in the early stages of operations to store and distribute ammunition.
Follow-on forces establish more permanent structures to protect
ammunition. Ammunition safe enough to be held by bare hands is safe
to fire. White phosphorous ammunition filler tends to liquefy at
temperatures over 111 degrees Fahrenheit, which causes unstable flight
unless projectiles are stored in an upright position.
Mountain Ammunition resupply is difficult and increases the need to enforce strict
fire control and discipline. Field artillery emplaced by helicopter normally
requires continued airlift for subsequent displacement and ammunition
resupply. Ammunition consumption for direct fire weapons may be low;
however, consumption of indirect fire munitions, such as grenades,
mortars, and artillery, may be high because of dead space.

07 December 2020 ATP 5-0.2-1 369

Appendix N

Table N-5. Supply considerations in extreme environments (continued)

Class Environment Considerations

CL V Cold weather- Expect an increase in requirements for aerial rockets and tactical air
specific support due to the limited mobility of ground artillery. Consider multiple
cache or resupply via helicopter for forward units. Mines often fail to
explode when stepped on or when driven over by heavy equipment. The
slower burning rates for propellants may reduce the maximum effective
ranges for artillery by as much as a kilometer. Initial rounds fired from
cold tubes also have reduced range. Due to the dampening effect of
deep snow or mud, impact bursts of artillery and mortars are less
effective (by as much as 80 percent). Use of a variable time fuse can
help overcome this; however, a potential increase in fuse failure exists at
0 degrees Fahrenheit, in heavy rain, and in snow. Phosphorus shells
produce obscurant; however, they can contaminate the area of impact
with particles. Extreme cold decreases muzzle velocity and hence the
accuracy of tank ammunition.
CL VI Desert and arid The demand for Class VI supplies, especially beverages, is high. They
environments are not, however, essential, and, if transportation is limited, they are
given a low priority—especially if refrigeration space is in short supply.
Sundries packs can also be used.
Mountain See cold weather.
Cold weather- An increased need for health and comfort packages may be present
specific during mountainous operations. Plan in advance for specific items
needed for the environment.
CL VII Desert and arid The demand for Class VII supplies depends greatly on maneuver and
environments the intensity of the operation. The only variation that can be forecast is
for refrigeration equipment, which depends on casualty estimates.
Mountain Resupply of battle-damaged major end items is a significant challenge in
mountain operations. Movement of deadline equipment clogs narrow
supply routes. Forward-based units that stay lean may not be able to
stock many spare end items. When equipment is destroyed or damaged
beyond repair, the only course of action (COA) is redistribution.
Cold weather- Cold weather increases demand for power generators, heaters, and
specific rough terrain loaders with snow removal capability. The demand for
other clearing vehicles and attachments for snow removal also
increases.
CL VIII Desert and arid Heat can damage some CL VIII supplies and cause reduction in the shelf
environments life of others. Care should be taken when transporting CL VIII supplies
into theater to maintain temperature variables.
Mountain See cold weather.
Cold weather- High consumption rates for medical supplies should be anticipated.
specific Move CL VIII supplies by air whenever possible. Normally medical items
require heated transportation since they are particularly susceptible to
damage from freezing. Some items that are particularly vulnerable to
cold are—
• Oxygen or compressed air tanks.
• Surgical sinks.
• X-ray machines.
• Combat lifesaver bag contents.
• Medications, intravenous solutions, and, especially, whole
blood.

370 ATP 5-0.2-1 07 December 2020

 Environmental Considerations

Table N-5. Supply considerations in extreme environments (continued)

Class Environment Considerations

CL IX Any extreme Extreme climates increase the likelihood of damage to parts, vehicles,
climate and equipment. Overuse of air conditioning, idling, and operating in
rugged, dusty, and arid terrain increases the malfunction rates of certain
types of parts. Table N-6 lists common CL IX items needing additional
stockage when in extreme environments.

Table N-6. Common items needing additional stock levels in extreme environments
Tires Tracks Clothing replacements
Fan belts Sprockets Tentage repair parts or kits
Bushings Track pins Weapons parts
Fender replacements Radiator and cooling systems Air, oil, and fuel filters
Suspension parts Batteries Fuel lines
Transmission parts Exposed radio parts Bearings
Antenna systems Lubrication fittings

MAINTENANCE AND RECOVERY IN EXTREME ENVIRONMENTS

N-26. Leaders increase maintenance cycles during operations in extreme climates and consider increasing
the numbers of maintenance personnel attached to operational units to counter environmental impacts.
Planners must use local and most recent estimates to plan for additional prescribed load list and authorized
stockage list items to accommodate maintenance requirements. Table N-7 details some effects of
environmental factors on maintenance operations.

Table N-7. Environmental effects on maintenance operations

Desert Severe terrain can greatly affect suspension and transmission systems, especially those of wheeled
operations vehicles.
Heat. Vehicle cooling and lubrication systems are interdependent. A malfunction by one rapidly places
the other under severe strain. All types of engines may overheat to some degree, leading to excessive
wear and, ultimately, to leaking oil seals in the power packs.
Cold Maintenance personnel operating within enclosed spaces need to ensure they have adequate ventilation
weather from CO2 gases.
operations At temperatures below -20°F, expect task requirements to increase by 5 times.
Warming requirements for some lubricants increase the footprint and time for completion of some tasks.
Mountain Terrain may disperse support units over a wide area. Increased distances lead to increased evacuation
operations response times. Fix as far forward as possible.
Rugged terrain causes repair parts consumption to increase. Typical high-consumption repair parts
include tires, tie rods, transmissions, brake shoes, tracks and pads, final drives and winch parts.
Use helicopters or fixed wing aircraft to deliver critical repair parts and technical experts.

ENVIRONMENTAL IMPACTS
N-27. Military operations can negatively affect the environment. Environmental risks (sometimes
unavoidable) of military operations include risks to health or future land use; introduction of hazardous
materials; and depletion of, or pollution of, resources such as water or water delivery systems.
Commanders are obligated to consider the risks of their actions on the environment against the threat posed
by enemy forces and actors. They are further obligated to avoid large-scale, permanent, or long-term
damage to the environment whenever possible. Various legal frameworks such as status of forces
agreements, DODI 4715.05, final governing standards, federal policies, and service regulations guide
commanders when planning activities and operations.

07 December 2020 ATP 5-0.2-1 371

Appendix N

N-28. Some environmental impact considerations follow:

 Release of poisons, oils, lubricants, or other wastes onto the land or into the water may make an
area unusable, nonarable, or unlivable.
 Burning of materials may cause short- and long-term sickness in the local population and in
Soldiers.
 Placement of mines and potential for future removal.
 Excessive urban destruction may prolong suffering of residents.
 Destruction of farmland, livestock, or other resources may impact future livelihood of
host-nation residents.
 Retrograde operations often release or leave behind hazardous materials such as metal, oil,
lubricants, debris, plastic, and other hazardous waste.
 Destruction of religious and culturally significant sites may cause long-term political problems
within the host nation and towards the U.S. and its Allies.
 Hospital and medical sites must consider medical and infectious waste removal.
 Areas particularly vulnerable for long term damage degradation are—
 Areas in direct combat.
 Areas of consolidated operations: bases, base camps, support areas, static command posts
(CPs), water treatment sites, forward arming and refueling points, retrograde processing
sites, medical treatment sites, urban areas, and farmlands.
N-29. The following laws and regulations are source documents that provide guidelines for properly
handling and disposing of hazardous waste: AR 200-1, 29 CFR 1910, 40 CFR 260–273, 49 CFR 100–199,
DODM 4160.21 Vol. 4, MCO P5090.2A, TB MED 593, TM 3-34.56, COCOM regulations and policies,
and local laws and policies.
N-30. Medical considerations for terrain and environmental conditions is covered in ATP 4-02.3 and
ATP 4-02.5.

372 ATP 5-0.2-1 07 December 2020

 Appendix O
Distribution D Resources

Appendix O provides Distribution D figures and factors for brigade organization;

engineer; fires; military; and chemical, biological, radiological, and nuclear planning
(see page 421 of ATP 5-0.2, Volume II: Appendix O [ATP 5-0.2-2] for these
resources).

07 December 2020 ATP 5-0.2-1 373

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 Glossary

The glossary lists acronyms and terms with Army or joint definitions. Where Army
and joint definitions differ, (Army) precedes the definition.

SECTION I – ACRONYMS AND ABBREVIATIONS

AA assembly area
AAFES Army Air Force Exchange Service
AAP allied administrative publication
AAR after action review
ADA air defense artillery
ADM Army design methodology
ADP Army doctrine publication
AFMAN Air Force manual
AFTTP Air Force tactics, techniques, and procedures
AGM attack guidance matrix
AI area of influence
AO area of operations
AOI area of interest
APS Army prepositioned stocks
AR Army regulation
ASB aviation support battalion
ASCOPE areas, structures, capabilities, organizations, people, and events
ASL authorized stockage list
ATHP ammunition transfer holding point
ATP Army techniques publication
AXP ambulance exchange point
BAO brigade ammunition officer
BCT brigade combat team
BDA battle damage assessment
BDAR battle damage assessment and repair
BHL battle handover line
BSA brigade support area
BSB brigade support battalion
C2 command and control
CAL critical asset list
CAR combined arms rehearsal
CASCOM Combined Arms Support Command

07 December 2020 ATP 5-0.2-1 375

Glossary

CASEVAC casualty evacuation

CBRN chemical, biological, radiological, and nuclear
CCIR commander’s critical information requirement
CDS container delivery system
CFL coordinated fire line
CGSC Command and General Staff College
CL class
COA course of action
COFM correlation of forces and means
COP common operational picture
COS chief of staff
CP command post
CPOF command post of the future
CSSB combat sustainment support battalion
D3A decide, detect, deliver, and assess
DA Department of the Army
DAL defended asset list
DART Downed Aircraft Recovery Team
DNBI disease and non-battle injury
DO decisive operation
DOCMAT doctrine matrix
DP decision point
DSCA defense support of civil authorities
DSM decision support matrix
DST decision support template
DTAC Department of Tactics
EA engagement area
EEFI essential element of friendly information
ESC expeditionary sustainment command
EXCHECK execution checklist
EXMAT execution matrix
EXORD execute order
FARP forward arming and refueling point
FFIR friendly force information requirement
FLOT forward line of troops
FM field manual
FRAGORD fragmentary order
FSC forward support company
FSCL fire support coordination line
FSO/FSE fire support officer/fire support element
FSR first strike ration

376 ATP 5-0.2-1 07 December 2020

 Glossary

FULLCOM NATO full command

GTA graphic training aid
GUC ground unit commander
HEMTT heavy expanded mobility tactical truck
HHC headquarters and headquarters company
HPT high-payoff target
HPTL high-payoff target list
HVT high-value target
IC information collection
IPB intelligence preparation of the battlefield
IR information requirement
ISOPREP isolated personnel report
JFARP jump forward arming and refueling point
JP joint publication
JPADS joint precision airdrop system
JRSOI joint reception, staging, onward movement, and integration
km kilometer
LNO liaison
LOA limit of advance
LOC line of communication
LOE line of effort
LOGPAC logistics package
LSCO large-scale combat operations
LTIOV latest time information is of value
MACP mortuary affairs collection point
MAGTF Marine air-ground task force
MCAS medical company (area support)
MCO Marine Corps order
MCOO modified combined obstacle overlay
MCRP Marine Corps reference publication
MCTP Marine Corps tactical publication
MCWP Marine Corps warfighting publication
MDMP military decision-making process
MEDCOE Army Medical Center of Excellence
MEDEVAC medical evacuation
MEDLOG medical logistics
mission, enemy, terrain and weather, troops and support available, time
METT-TC
available, and civil considerations [mission variables]
MOE measure of effectiveness
MOP measure of performance
MRE meal ready to eat
MSTP Marine Air-Ground Task Force Staff Training Program

07 December 2020 ATP 5-0.2-1 377

Glossary

MTF medical treatment facility

MTOE modified table of organization and equipment
MWR morale, welfare, and recreation
NAI named area of interest
NATO North Atlantic Treaty Organization
NCOIC noncommissioned officer in charge
NTTP Navy tactics, techniques, and procedures
OAKOC observation and fields of fire, avenues of approach, key terrain, obstacles, and
cover and concealment [military aspects of terrain]
OCONUS outside the continental United States
OE operational environment
OIC officer in charge
ONS operational needs statement
OP observation post
OPCOM NATO operational command
OPCON NATO operational control
OPLAN operation plan
OPLOG operational logistics
OPORD operation order
OPSEC operations security
ORSA operations research and systems analysis
PAC Personnel and Adminstration Center
PCC precombat check
PCI precombat inspection
PERSTAT personnel status
PIR priority intelligence requirement
PLL prescribed load list
PLS palletized load system
PMESII-PT political, military, economic, social, information, infrastructure, physical
environment, and time
POD port of debarkation
POL petroleum, oils, and lubricants
PR personnel recovery
RDSP rapid decision-making and synchronization process
RFL restrictive fire line
RIP relief in place
ROC rehearsal of concept
ROE rules of engagement
ROM refuel on the move
RP release point
SB sustainment brigade
SITEMP situation template

378 ATP 5-0.2-1 07 December 2020

 Glossary

SLCR shower, laundry, and clothing repair

SO shaping operation
SOFA status of forces agreement
SOP standard operating procedure
SP start point
SPO support operations officer
SRP Soldier readiness processing
SSA supply support activity
TACOM NATO tactical command
TACON NATO tactical control
TAMIS total ammunition information system
TAI target area of interest
TC training circular
TCCC tactical combat casualty care
TPE theater provided equipment
TPFDD timed-phase force and deployment data
TRM tank rack module
TSC theater sustainment command
TTP tactics, techniques, and procedures
UAS unmanned aircraft system
UBL unit basic load
UGR unitized group ration
UMCP unit maintenance collection point
WALK warrior aid and litter kit
WARNORD warning order
XO executive officer

SECTION II – TERMS
air assault
The movement of friendly assault forces by rotary-wing or tiltrotor aircraft to engage and destroy
enemy forces or to seize and hold key terrain. (JP 3-18)
air assault operations
An operation in which assault forces, using the mobility of rotary-wing or tiltrotor aircraft and the total
integration of available fires, maneuver under the control of a ground or air maneuver commander to
engage enemy forces or to seize and hold key terrain. (JP 3-18)
ambush
An attack by fire or other destructive means from concealed positions on a moving or temporarily
halted enemy. (FM 3-90-1)
anticipation
The ability to foresee events and requirements and initiate necessary actions that most appropriately
satisfy a response without waiting for operations orders or fragmentary orders. (ADP 4-0)

07 December 2020 ATP 5-0.2-1 379

Glossary

area defense
A type of defensive operation that concentrates on denying enemy forces access to designated terrain
for a specific time rather than destroying the enemy outright. (ADP 3-90)
area of influence
A geographical area wherein a commander is directly capable of influencing operations by maneuver
or fire support systems normally under the commander’s command or control. (JP 3-0)
area of interest
An area of concern to the commander, including the area of influence, areas adjacent thereto, and
extending into enemy territory. (JP 3-0)
area of operations
An operational area defined by a commander for land and maritime forces that should be large enough
to accomplish their missions and protect their forces. Also called AO. (JP 3-0)
area reconnaissance
A type of reconnaissance operation that focuses on obtaining detailed information about the terrain or
enemy activity within a prescribed area. (ADP 3-90)
area security
A type of security operation conducted to protect friendly forces, lines of communications, and
activities within a specific area. (ADP 3-90)
Army design methodology
A methodology for applying critical and creative thinking to understand, visualize, and describe
problems and approaches to solving them. (ADP 5-0)
Army personnel recovery
The military efforts taken to prepare for and execute the recovery and reintegration of isolated
personnel. (FM 3-50)
assault position
A covered and concealed position short of the objective from which final preparations are made to
assault the objective. (ADP 3-90)
assembly area
An area a unit occupies to prepare for an operation. (FM 3-90-1)
assessment
The determination of the progress toward accomplishing a task, creating a condition, or achieving an
objective. (JP 3-0)
assumption
A specific supposition of the operational environment that is assumed to be true, in the absence of
positive proof, essential for the continuation of planning. (JP 5-0)
attack
A type of offensive operation that destroys or defeats enemy forces, seizes and secures terrain, or both.
(ADP 3-90)
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.
(FM 3-90-1)
attack position
The last position an attacking force occupies or passes through before crossing the line of departure.
(ADP 3-90)

380 ATP 5-0.2-1 07 December 2020

 Glossary

backbrief
A briefing by subordinates to the commander to review how subordinates intend to accomplish their
mission. (FM 6-0)
battle damage assessment
The estimate of damage composed of physical and functional damage assessment, as well as target
system assessment, resulting from the application of lethal or nonlethal military force. (JP 3-0)
battle rhythm
A deliberate daily cycle of command, staff, and unit activities intended to synchronize current and
future operations. (FM 6-0)
be-prepared mission
A mission assigned to a unit that might be executed. (FM 6-0)
begin morning nautical twilight
The start of that period where, in good conditions and in the absence of other illumination, the sun is
12 degrees below the eastern horizon and enough light is available to identify the general outlines of
ground objects and conduct limited military operations. Also called BMNT. (JP 3-09.3)
block
A tactical mission task that denies the enemy access to an area or prevents the enemy’s advance in a
direction or along an avenue of approach. Block is also an obstacle effect that integrates fire planning
and obstacle efforts to stop an attacker along a specific avenue of approach or prevent the attacking
force from passing through an engagement area. (FM 3-90-1)
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. (FM 3-90-1)
breakout
An operation conducted by an encircled force to regain freedom of movement or contact with friendly
units. (ADP 3-90)
bridgehead
An area on the enemy side of the linear obstacle that is large enough to accommodate the majority of
the crossing force, has adequate terrain to permit defense of the crossing sites, provides security of
crossing forces from enemy direct fire, and provides a base for continuing the attack. (ATP 3-90.4)
bridgehead force
A force that assaults across a gap to secure the enemy side (the bridgehead) to allow the buildup and
passage of a breakout force during gap crossing. (ATP 3-90.4)
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. (FM 3-90-1)
call forward area
In gap crossing, the final preparation waiting area within the crossing area. (ATP 3-90.4)
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. (FM 3-90-1)
casualty evacuation
Nonmedical units use this to refer to the movement of casualties aboard nonmedical vehicles or aircraft
without en route medical care. (FM 4-02)
C-day
The unnamed day on which a deployment operation commences or is to commence. (JP 5-0)

07 December 2020 ATP 5-0.2-1 381

Glossary

clear
A tactical mission task that requires the commander to remove all enemy forces and eliminate
organized resistance within an assigned area. (FM 3-90-1)
close area
The portion of the commander’s area of operations Where the majority of subordinate maneuver forces
conduct close combat. (ADP 3-0)
collaborative planning
Two or more echlons planning together in real time, sharing information, perceptions, and ideas to
develop their respective plans simultaneously. (ADP 5-0)
combat power
The total means of destructive, constructive, and information capabilities that a military unit or
formation can apply at a given time. (ADP 3-0)
command
The authority that a commander in the armed forces lawfully exercises over subordinates by virtue of
rank or assignment. (JP 1)
commander’s intent
A clear and concise expression of the purpose of the operation and the desired military end state that
supports mission command, provides focus to the staff, and helps subordinate and supporting
commanders act to achieve the commander’s desired results without further orders, even when the
operation does not unfold as planned. (JP 3-0)
commander’s visualization
The mental process of developing situational understanding , determining desired end state, and
envisioning an operational approach by which the force will achieve that end state. (ADP 5-0)
commander’s critical information requirement
An information requirement identified by the commander as being critical to facilitating timely
decision making. (JP 3-0)
common operational picture
A display of relevant information within a commander’s area of interest tailored to the user’s
requirements and based on common data and information shared by more than one command.
(ADP 6-0)
confirmation brief
A brief subordinate leaders give to the higher commander immediately after the operation order is
given to confirm understanding. (ADP 5-0)
continuity of care
Attempt to maintain the role of care during movement between roles at least equal to the role of care at
the originating role.
consolidation area
The portion of the land commander’s area of operations that may be designated to facilitate freedom of
action, consolidate gains through decisive action, and set conditions to transition the area of operations
to follow on forces or other legitimate authorities. (ADP 3-0)
constraint
A restriction placed on the command by a higher command. A constraint dictates an action or inaction,
thus restricting the freedom of action of a subordinate commander. (FM 6-0)
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. (FM 3-90-1)

382 ATP 5-0.2-1 07 December 2020

 Glossary

continuity
The uninterrupted provision of sustainment across all levels of war.
control
A tactical mission task that requires the commander to maintain physical influence over a specified
area to prevent its use by an enemy or to create conditions necessary for successful friendly operations.
(FM 3-90-1)
cordon and search
A technique of conducting a movement to contact that involves isolating a target area and searching
suspected locations within that target area to capture or destroy possible enemy forces and contraband
(FM 3-90-1)
counterattack
Attack by part or all of a defending force against an enemy attacking force, for such specific purposes
as regaining ground lost, or cutting off or destroying enemy advance units, and with the general
objective of denying to the enemy the attainment of the enemy’s purpose in attacking. In sustained
defensive operations, it is undertaken to restore the battle position and is directed at limited objectives.
(ADP 1-02)
counterreconnaissance
A tactical mission task that encompasses all measures taken by a commander to counter enemy
reconnaissance and surveillance efforts. Counterreconnaissance is not a distinct mission, but a
component of all forms of security operations. (FM 3-90-1)
cover
A type of security operation done independent of the main body to protect them by fighting to gain
time while preventing enemy ground observation of and direct fire against the main body. (ADP 3-90)
covert crossing
A planned crossing of an inland water obstacle or other gap that is intended to be undetected.
(ATP 3-90.4)
cueing
The integration of one or more types of reconnaissance or surveillance systems to provide information
that directs follow-on collection of more detailed information by another system. (FM 3-90-2)
D-day
The unnamed day on which a particular operation commences or is to commence. (JP 3-02)
decision point
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)
decision support matrix
A written record of a war-gamed course of action that describes decision points and associated actions
at those decision points. (ADP 5-0)
decision support template
A combined intelligence and operations graphic based on the results of wargaming that depicts
decision points, timelines associated with movement of forces and the flow of the operation, and other
key items of information required to execute a specific friendly course of action. (JP 2-01.3)
decisive operation
The operation that directly accomplishes the mission. (ADP 3-0)
deep area
Where the commander sets conditions for future success in close combat. (ADP 3-0)
defeat
To render a force incapable of achieving its objectives. (FM 3-90-1)

07 December 2020 ATP 5-0.2-1 383

Glossary

defense support of civil authorities

Support provided by U.S. Federal military forces, Department of Defense civilians, Department of
Defense contract personnel, Department of Defense component assets, and National Guard forces
(when the Secretary of Defense, in coordination with the Governors of the affected States, elects and
requests to use those forces in title 32, U.S.C., status) in response to requests for assistance from civil
authorities for domestic emergencies, law enforcement support, and other domestic activities, or from
qualifying entities for special events. (DODD 3025.18)
defensive operation
An operation to defeat an enemy attack, gain time, economize forces, and develop conditions favorable
for offensive or stability operations. (ADP 3-0)
delay
When a force under pressure trades space for time by slowing down the enemy’s momentum and
inflicting maximum damage on enemy forces without becoming decisively engaged. (ADP 3-90)
deliberate crossing
The crossing of an inland water obstacle or other gap that requires extensive planning and detailed
preparations. (ATP 3-90.4)
demonstration
In military deception, a show of force similar to a feint without actual contact with the adversary, in an
area where a decision is not sought that is made to deceive an adversary. (JP 3-13.4)
deployment
The movement of forces into and out of an operational area. (JP 3-35)
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. (FM 3-90-1)
direct support
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. (FM 3-0)
directed energy
An umbrella term covering technologies that relate to the production of a beam of concentrated
electromagnetic energy or atomic or subatomic particles. Also called DE. (JP 3-85)
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. (FM 3-90-1)
disrupt
1. 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 the enemy’s timetable, or cause enemy
forces to commit prematurely or attack in a piecemeal fashion. 2. An obstacle effect that focuses fire
planning and obstacle effort to cause the enemy force to break up its formation and tempo, interrupt its
timetable, commit breaching assets prematurely, and attack in a piecemeal effort. (FM 3-90-1)
distribution
The operational process of synchronizing all elements of the logistic system to deliver the “right
things” to the “right place” at the “right time” to support the geographic combatant commander.
(JP 4-0)
distribution system
That complex of facilities, installations, methods, and procedures designed to receive, store, maintain,
distribute, and control the flow of military materiel between the point of receipt into the military
system and the point of issue to using activities and units. (JP 4-09)

384 ATP 5-0.2-1 07 December 2020

 Glossary

economy
Providing sustainment resources in an efficient manner that enables the commander to employ all
assets to the greatest effect possible. (ADP 4-0)
E-day
The day landing force personnel, supplies, and equipment begin to embark aboard amphibious warfare
or commercial ships. (JP 3-02)
effect
1. The physical or behavioral state of a system that results from an action, a set of actions, or another
effect. 2. The result, outcome, or consequence of an action. 3. A change to a condition, behavior, or
degree of freedom. (JP 3-0)
electromagnetic attack
Division of electromagnetic warfare involving the use of electromagnetic energy, directed energy, or
antiradiation weapons to attack personnel, facilities, or equipment with the intent of degrading,
neutralizing, or destroying enemy combat capability and is considered a form of fires. (JP 3-85)
electronic intelligence
Technical and geolocation intelligence derived from foreign noncommunications electromagnetic
radiations emanating from other than nuclear detonations or radioactive sources. Also called ELINT.
(JP 3-85)
electromagnetic protection
Division of electromagnetic warfare involving actions taken to protect personnel, facilities, and
equipment from any effects of friendly or enemy use of the electromagnetic spectrum that degrade,
neutralize, or destroy friendly combat capability. Also called EP. (JP 3-85)
electromagnetic reconnaissance
The detection, location, identification, and evaluation of foreign electromagnetic radiations. (JP 3-85)
electromagnetic warfare
Military action involving the use of electromagnetic and directed energy to control the electromagnetic
spectrum or to attack the enemy. Also called EW. (JP 3-85)
electromagnetic security
The protection resulting from all measures designed to deny unauthorized persons information of value
that might be derived from their interception and study of non-communications electromagnetic
radiations (e.g., radar). (JP 3-85)
end of evening nautical twilight
The point in time when the sun has dropped 12 degrees below the western horizon, and is the instant of
last available daylight for the visual control of limited military operations. Also called EENT.
(JP 2-01.3)
engagement area
An area where the commander intends to contain and destroy an enemy force with the massed effects
of all available weapons and supporting systems. (ADP 3-90)
engagement criteria
Protocols that specify those circumstances for initiating engagement with an enemy force. (FM 3-90-1)
engineer regulating point
Checkpoint to ensure that vehicles do not exceed the capacity of the crossing means and to give drivers
final instructions on site-specific procedures and information, such as speed and vehicle interval.
(ATP 3-90.4)
essential element of friendly information
A critical aspect of a friendly operation that, if known by a threat would subsequently compromise,
lead to failure, or limit the success of the operation and therefore should be protected from enemy
detection. (ADP 6-0)

07 December 2020 ATP 5-0.2-1 385

Glossary

essential task
A specified or implied task that must be executed to accomplish the mission. (FM 6-0)
event template
A guide for collection planning that depicts the named areas of interest where activity, or its lack of
activity, will indicate which course of action the adversary has adopted. (JP 2-01.3)
execution
The act of putting a plan into action by applying combat power to accomplish the mission and
adjusting operations based on changes in the situation. (ADP 5-0)
execution matrix
A visual representation of subordinate tasks in relationship to each other over time. (ADP 5-0)
exfiltrate
A tactical mission task where a commander removes Soldiers or units from areas under enemy control
by stealth, deception, surprise, or clandestine means. (FM 3-90-1)
exploitation
A type of offensive operation that usually follows a successful attack and is designed to disorganize the
enemy in depth. (ADP 3-90)
feint
In military deception, an offensive action involving contact with the adversary conducted for the
purpose of deceiving the adversary as to the location and/or time of the actual main offensive action.
(JP 3-13.4)
field maintenance
On system maintenance, repair and return to the user including maintenance actions performed by
operators. (FM 4-30)
fix
A tactical mission task where a commander prevents the enemy force from moving any part of that
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. (FM 3-90-1)
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, attrited, or unable to continue.
(FM 3-90-1)
follow and support
A tactical mission task in which a committed force follows and supports a lead force conducting an
offensive task. (FM 3-90-1)
forward arming and refueling point
A temporary facility, organized, equipped, and deployed to provide fuel and ammunition necessary for
the employment of aviation maneuver units in combat. Also called FARP. (JP 3-09.3)
forward passage of lines
Occurs when a unit passes through another unit’s positions while moving toward the enemy.
(ADP 3-90)
friendly force information requirement
Information the commander and staff need to understand the status of friendly force and supporting
capabilities. Also called FFIR. (JP 3-0)
G-day
The day on which an order is or is due to be given to deploy a unit. (AAP-06)

386 ATP 5-0.2-1 07 December 2020

 Glossary

guard
A type of security operation done to protect the main body by fighting to gain time while preventing
enemy ground observation of and direct fire against the main body. (ADP 3-90)
hasty crossing
The crossing of an inland water obstacle or other gap using the crossing means at hand or those readily
available, and made without pausing for elaborate preparations. (ATP 3-90.4)
H-hour
1. The specific hour on D-day at which a particular operation commences. (JP 5-0) 2. In amphibious
operations, the time the first landing craft or amphibious vehicle of the waterborne wave lands or is
scheduled to land on the beach and, in some cases, the commencement of countermine breaching
operations. (JP 3-02)
high-payoff target list
A prioritized list of high-payoff targets by phase of the operation. (FM 3-09)
high-value target
A target the enemy commander requires for the successful completion of the mission. Also called
HVT. (JP 3-60)
implied task
A task that must be performed to accomplish a specified task or mission but is not stated in the higher
headquarters’ order. (FM 6-0)
improvisation
The ability to adapt sustainment operations to unexpected situations or circumstances affecting a
mission. (ADP 4-0)
indicator
In the context of assessment, a specific piece of information that infers the condition, state, or
existence of something, and provides a reliable means to ascertain performance or effectiveness.
(JP 5-0)
infiltration
A form of maneuver in which an attacking force conducts undetected movement through or into an
area occupied by enemy forces to occupy a position of advantage behind those enemy positions while
exposing only small elements to enemy defensive fires. (FM 3-90-1)
information collection
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. (FM 3-55)
information requirements
In intelligence usage, those items of information regarding the adversary and other relevant aspects of
the operational environment that need to be collected and processed in order to meet the intelligence
requirements of a commander. Also called IR. (JP 2-0)
integration
Combining all of the sustainment elements within operations assuring unity of command and effort.
(ADP 4-0)
intelligence
1. The product resulting from the collection, processing, integration, evaluation, analysis, and
interpretation of available information concerning foreign nations, hostile or potentially hostile forces
or elements, or areas of actual or potential operations. 2. The activities that result in the product. 3. The
organizations engaged in such activities. (JP 2-0)

07 December 2020 ATP 5-0.2-1 387

Glossary

intelligence preparation of the battlefield

The systematic process of analyzing the mission variables of enemy, terrain, weather, and civil
considerations in an area of interest to determine their effect on operations. (ATP 2-01.3)
interdict
A tactical mission task where the commander prevents, disrupts, or delays the enemy’s use of an area
or route. (FM 3-90-1)
in-transit visibility
The ability to track the identity, status, and location of Department of Defense units, and non-unit
cargo (excluding bulk petroleum, oils, and lubricants) and passengers; patients; and personal property
from origin to consignee or destination across the range of military operations. Also called ITV.
(JP 4-01.2)
isolate
To separate a force from its sources of support in order to reduce its effectiveness and increase its
vulnerability to defeat. (ADP 3-0)
joint logistics over-the-shore operations
Operations in which Navy and Army logistics over-the-shore forces conduct logistics over-the-shore
operations together under a joint force commander. (JP 4-01.6)
L-hour
1. The specific hour on C-day at which a deployment operation commences or is to commence.
(JP 5-0) 2. In amphibious operations, the time at which the first helicopter or tiltrotor aircraft of the
airborne ship-to-shore movement wave touches down or is scheduled to touch down in a landing zone.
(JP 3-02)
linkup
A meeting of friendly ground forces, which occurs in a variety of circumstances. (ADP 3-90)
local security
The low-level security activities conducted near a unit to prevent surprise by the enemy. (ADP 3-90)
logistics
Planning and executing the movement and support of forces. It includes those aspects of military
operations that deal with: design and development, acquisition, storage, movement, distribution,
maintenance, evacuation, and disposition of materiel; acquisition or construction, maintenance,
operation, and disposition of facilities; and acquisition or furnishing of services. (ADP 4-0)
logistics over-the-shore operations
The loading and unloading of ships without the benefit of deep draft-capable, fixed port facilities; or as
a means of moving forces closer to tactical assembly areas dependent on threat force capabilities. Also
called LOTS operations. (JP 4-01.6)
logistics package
A grouping of multiple classes of supply and supply vehicles under the control of a single convoy
commander. (FM 3-90-1)
main body
The principal part of a tactical command or formation. It does not include detached elements of the
command, such as advance guards, flank guards, and covering forces. (ADP 3-90)
measure of effectiveness
An indicator used to measure a current system state, with change indicated by comparing multiple
observations over time. Also called MOE. (JP 5-0)
measure of performance
An indicator used to measure a friendly action that is tied to measuring task accomplishment. Also
called MOP. (JP 5-0)

388 ATP 5-0.2-1 07 December 2020

 Glossary

meeting engagement
A combat action that occurs when a moving force, incompletely deployed for battle, engages an enemy
at an unexpected time and place. (ADP 3-90)
military decision-making process
An iterative planning methodology to understand the situation and mission, develop a course of action,
and produce an operation plan or order. (ADP 5-0)
mission statement
A short sentence or paragraph that describes the organization’s essential task(s), purpose, and action
containing the elements of who, what, when, where, and why. (JP 5-0)
mixing
Using two or more different assets to collect against the same intelligence requirement. (FM 3-90-2)
mobile defense
A type of defensive operation that concentrates on the destruction or defeat of the enemy through a
decisive attack by a striking force. (ADP 3-90)
modified combined obstacle overlay
A joint intelligence preparation of the operational environment product used to portray the militarily
significant aspects of the operational environment, such as obstacles restricting military movement,
key geography, and military objectives. (JP 2-01.3)
motor transportation
A ground support transportation function that includes moving and transferring units, personnel,
equipment and supplies by vehicle to support the operations. (ATP 4-11)
movement to contact
A type of offensive operation designed to develop the situation and to establish or regain contact.
(ADP 3-90)
named area of interest
A geospatial area or systems node or link against which information that will satisfy a specific
information requirement can be collected, usually to capture indications of adversary courses of action.
Also called NAI. (JP 2-01.3)
neutralize
A tactical mission task that results in rendering enemy personnel or materiel incapable of interfering
with a particular operation. (FM 3-90-1)
occupy
A tactical mission task that involves 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.
(FM 3-90-1)
offensive operation
An operation to defeat or destroy enemy forces and gain control of terrain, resources, and population
centers. (ADP 3-0)
on-order mission
A mission to be executed at an unspecified time. (FM 6-0)
parallel planning
Two or more echelons planning for the same operations nearly simultaneously facilitated by the use of
warning orders by the higher headquarters. (ADP 5-0)
penetration
A form of maneuver in which an attacking force seeks to rupture enemy defenses on a narrow front to
disrupt the defensive system. (FM 3-90-1)

07 December 2020 ATP 5-0.2-1 389

Glossary

phase
A planning and execution tool used to divide an operation in duration or activity. (ADP 3-0)
planning
The art and science of understanding a situation, envisioning a desired future, and determining
effective ways to bring that future about. (ADP 5-0)
preparation
Those activities performed by units and Soldiers to improve their ability to execute an operation.
(ADP 5-0)
priority intelligence requirement
An intelligence requirement that the commander and staff need to understand the threat and other
aspects of the operational environment. Also called PIR. (JP 2-01)
pursuit
A type of offensive operation designed to catch or cut off a hostile force attempting to escape, with the
aim of destroying it. (ADP 3-90)
quartering party
A group of unit representatives dispatched to a probable new site of operations in advance of the main
body to secure, reconnoiter, and organize an area before th’ main body's arrival and occupation.
(FM 3-90-2)
rearward passage of lines
Occurs when a unit passes through another unit’s positions while moving away from the enemy.
(ADP 3-90)
recovery
Actions taken to extricate damaged or disabled equipment for return to friendly control or repair at
another location. (JP 3-34)
reconnaissance
A mission undertaken to obtain, by visual observation or other detection methods, information about
the activities and resources of an enemy or adversary, or to secure data concerning the meteorological,
hydrographic, or geographic characteristics of a particular area. Also called RECON. (JP 2-0)
reconnaissance in force
A type of reconnaissance operation designed to discover or tes’ the enemy's strength, dispositions, and
reactions or to obtain other information. (ADP 3-90)
reconnaissance objective
A terrain feature, geographic area, enemy force, adversary, or other mission or operational variable
about which the commander wants to obtain additional information. (ADP 3-90)
redeployment
The transfer of forces and materiel to home and/or demobilization stations for reintegration and/or
out-processing. (ATP 3-35)
reduce
A tactical mission task that involves the destruction of an encircled or bypassed enemy force.
(FM 3-90-1)
redundancy
Using two or more like assets to collect against the same intelligence requirement. (FM 3-90-2)
rehearsal
A session in which the commander and staff or unit practices expected actions to improve performance
during execution. (ADP 5-0)

390 ATP 5-0.2-1 07 December 2020

 Glossary

relief in place
An operation in which, by direction of higher authority, all or part of a unit is replaced in an area by
the incoming unit and the responsibilities of the replaced elements for the mission and the assigned
zone of operations are transferred to the incoming unit. (JP 3-07.3)
responsiveness
The ability to react to changing requirements and respond to meet the needs to maintain support.
(ADP 4-0)
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. (FM 3-90-1)
retirement
When a force out of contact moves away from the enemy. (ADP 3-90)
retrograde
A type of defensive operation that involves organized movement away from the enemy. (ADP 3-90)
retrograde of materiel
An Army logistics function of returning materiel from the owning or using unit back through the
distribution system to the source of supply, directed ship-to location, or point of disposal. (ATP 4-0.1)
risk management
The process to identify, assess, and control risks and make decisions that balance risk cost with
mission benefits. (JP 3-0)
route reconnaissance
A type of reconnaissance operation to obtain detailed information of a specified route and all terrain
from which the enemy could influence movement along that route. (ADP 3-90)
rules of engagement
Directives issued by competent military authority that delineate the circumstances and limitations
under which United States forces will initiate and/or continue combat engagement with other forces
encountered. (JP 3-84)
screen
A type of security operation that primarily provides early warning to the protected force. (ADP 3-90)
sea state
A scale that categorizes the force of progressively higher seas by wave height. (JP 4-01.6)
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. (FM 3-90-1)
security operations
Those operations performed by commanders to provide early and accurate warning of enemy
operations, to provide the forces being protected with time and maneuver space within which to react
to the enemy, and to develop the situation to allow commanders to effectively use their protected
forces. (ADP 3-90)
seize
A tactical mission task that involves taking possession of a designated area by using overwhelming
force. (FM 3-90-1)
shaping operation
An operation at any echelon that creates and preserves conditions for success of the decisive operation
through effects on the enemy, other actors, and the terrain. (ADP 3-0)

07 December 2020 ATP 5-0.2-1 391

Glossary

short ton
Equivalent of 2,000 pounds (0.907 metric ton) of weight. (ATP 4-35)
simplicity
Relates to processes and procedures to minimize the complexity of sustainment. (ADP 4-0)
situation template
A depiction of assumed adversary dispositions, based on that adversary's preferred method of
operations and the impact of the operational environment if the adversary should adopt a particular
course of action. (JP 2-01.3)
situational understanding
The product of applying analysis and judgment to relevant information to determine the relationships
among the operational and mission variables (ADP 5-0).
special reconnaissance
Reconnaissance and surveillance actions conducted as a special operation in hostile, denied, or
diplomatically and/or politically sensitive environments to collect or verify information of strategic or
operational significance, employing military capabilities not normally found in conventional forces.
Also called SR. (JP 3-05)
specified task
A task specifically assigned to a unit by its higher headquarters. (FM 6-0)
stability operation
An operation conducted outside the United States in coordination with other instruments of national
power to establish or maintain a secure environment and provide essential governmental services,
emergency infrastructure reconstruction, and humanitarian relief. (ADP 3-0)
stability mechanism
The primary method through which friendly forces affect civilians in order to attain conditions that
support establishing a lasting, stable peace. (ADP 3-0)
support area
The portion of the commander's area of operations that is designated to facilitate the positioning,
employment, and protection of base sustainment assets required to sustain, enable, and control
operations. (ADP 3-0)
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. (FM 3-90-1)
suppress
A tactical mission task that results in the temporary degradation of the performance of a force or
weapon system below the level needed to accomplish its mission. (FM 3-90-1)
surveillance
The systematic observation of aerospace, cyberspace, surface, or subsurface areas, places, persons, or
things by visual, aural, electronic, photographic, or other means. (JP 3-0)
survivability
All aspects of protecting personnel, weapons, and supplies while simultaneously deceiving the enemy.
(JP 3-34)
sustainment maintenance
Off-system component repair and/or end item repair and return to the supply system or by exception to
the owning unit, performed by national level maintenance providers. (FM 4-30)

392 ATP 5-0.2-1 07 December 2020

 Glossary

sustainment preparation of the operational environment

The analysis to determine infrastructure, physical environment, and resources in the operational
environment that will optimize or adversely impact friendly forces means for supporting and sustaining
the commander's operations plan. (ADP 4-0)
tactical assembly area
An area that is generally out of the reach of light artillery and the location where units make final
preparations (pre-combat checks and inspections) and rest, prior to moving to the line of departure.
(JP 3-35)
tactical mission task
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. (FM 3-90-1)
tailgate medical support
An economy of force device employed primarily to retain maximum mobility during movement halts
or to avoid the time and effort required to set up a formal, operational treatment facility (for example,
during rapid advance and retrograde operations). (FM 4-02)
task
A clearly defined action or activity specifically assigned to an individual or organization that must be
done as it is imposed by an appropriate authority. (JP 1)
tempo
The relative speed and rhythm of military operations over time with respect to the enemy. (ADP 3-0)
target
An entity or object that performs a function for the threat considered for possible engagement or other
action. (JP 3-60)
targeting
The process of selecting and prioritizing targets and matching the appropriate response to them,
considering operational requirements and capabilities. (JP 3-0)
task
A clearly defined action or activity specifically assigned to an individual or organization that must be
done as it is imposed by an appropriate authority. (JP 1)
tempo
The relative speed and rhythm of military operations over time with respect to the enemy. (ADP 3-0)
terrain management
The process of allocating terrain by establishing areas of operations, designating assembly areas, and
specifying locations for units and activities to deconflict activities that might interfere with each other.
(ADP 3-90)
thermal crossover
The natural phenomenon that normally occurs twice daily when temperature conditions are such that
there is a loss of contrast between two adjacent objects on infrared imagery. (JP 3-09.3)
throughput distribution
A method of distribution which bypasses one or more intermediate supply echelons in the supply
system to avoid multiple handling. (ATP 4-11)
transportation
A logistics function that includes movement control and associated activities to incorporate military,
commercial, and multinational motor, rail, air, and water mode assets in the movement of units,
personnel, equipment, and supplies in support the concept of operations. (ADP 1-02)

07 December 2020 ATP 5-0.2-1 393

Glossary

turn
1. A tactical mission task that involves forcing an enemy element 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. (FM 3-90-1)
withdraw
To disengage from an enemy force and move in a direction away from the enemy (ADP 3-90).
working group
A grouping of predetermined staff representatives who meet to provide analysis, coordinate, and
provide recommendations for a particular purpose or function. (FM 6-0)
zone reconnaissance
A type of reconnaissance operation that involves a directed effort to obtain detailed information on all
routes, obstacles, terrain, and enemy forces within a zone defined by boundaries. (ADP 3-90)

394 ATP 5-0.2-1 07 December 2020

 References

All URLs accessed on 20 October 2020.

REQUIRED PUBLICATIONS
These documents must be available to intended users of this publication.
DOD Dictionary of Military and Associated Terms. June 2020.
ADP 1-02. Terms and Military Symbols. 14 August 2018.
FM 1-02.1. Operational Terms. 21 November 2019.

RELATED PUBLICATIONS
These documents are referenced in this publication and contain relevant supplemental information.

DEPARTMENT OF DEFENSE PUBLICATIONS

Most Department of Defense publications are available online: https://www.esd.whs.mil/DD/.
DODD 3025.18. Defense Support of Civil Authorities (DSCA). 29 December 2010.
DODI 4715.05. Environmental Compliance at Installations Outside the United States.
1 November 2013.
DODM 4160.21, Vol 1. Defense Materiel Disposition: Disposal Guidance and Procedures.
22 October 2015.
DODM 4160.21, Vol 4. Defense Materiel Disposition: Instructions for Hazardous Property and Other
Special Processing Materiel.
22 October 2015.

JOINT PUBLICATIONS
Most joint doctrinal publications are available online at the Joint Electronic Library (JEL):
https://www.jcs.mil/Doctrine/ and JEL+: https://jdeis.js.mil/jdeis/
JP 1. Doctrine for the Armed Forces of the United States. 25 March 2013.
JP 2-0. Joint Intelligence. 22 October 2013.
JP 2-01. Joint and National Intelligence Support to Military Operations. 5 July 2017.
JP 2-01.3. Joint Intelligence Preparation of the Operational Environment. 21 May 2014.
JP 3-0. Joint Operations. 17 January 2017.
JP 3-02. Amphibious Operations. 4 January 2019.
JP 3-05. Special Operations. 16 July 2014.
JP 3-07.3. Peace Operations. 1 March 2018.
JP 3-09. Joint Fire Support. 10 April 2019.
JP 3-09.3. Close Air Support. 10 June 2019.
JP 3-13.4. Military Deception. 14 February 2017.
JP 3-18. Joint Forcible Entry Operations. 27 June 2018.
JP 3-33. Joint Task Force Headquarters. 31 January 2018.
JP 3-34. Joint Engineer Operations. 6 January 2016.
JP 3-35. Deployment and Redeployment Operations. 10 January 2018.

07 December 2020 ATP 5-0.2-1 395

References

JP 3-57. Civil-Military Operations. 9 July 2018.

JP 3-60. Joint Targeting. 28 September 2018.
JP 3-84. Legal Support. 2 August 2016.
JP 3-85. Joint Electromagnetic Spectrum Operations. 22 May 2020.
JP 4-0. Joint Logistics. 4 February 2019.
JP 4-01.2. Sealift Support to Joint Operations. 29 December 2015.
JP 4-01.6. Joint Logistics Over-the-Shore. 3 February 2017.
JP 4-02. Joint Health Services. 11 December 2017.
JP 4-03. Joint Bulk Petroleum and Water Doctrine. 11 January 2016.
JP 4-09. Distribution Operations. 14 March 2019.
JP 5-0. Joint Planning. 16 June 2017.

ARMY PUBLICATIONS
Most Army doctrinal publications are available online at: https://armypubs.army.mil/. Transportation
Engineering Agency (TEA) publications are available online at:
https://www.sddc.army.mil/sites/TEA/Publications/.
ADP 1-01. Doctrine Primer. 31 July 2019.
ADP 2-0. Intelligence. 31 July 2019.
ADP 3-0. Operations. 31 July 2019.35896305
ADP 3-07. Stability. 31 July 2019.
ADP 3-19. Fires. 31 July 2019.
ADP 3-28. Defense Support of Civil Authorities. 31 July 2019.
ADP 3-37. Protection. 31 July 2019.
ADP 3-90. Offense and Defense. 31 July 2019.
ADP 4-0. Sustainment. 31 July 2019.
ADP 5-0. The Operations Process. 31 July 2019.
ADP 6-0. Mission Command: Command and Control of Army Forces. 31 July 2019.
ADP 6-22. Army Leadership and the Profession. 31 July 2019.
AR 25-50. Preparing and Managing Correspondence. 17 May 2013.
AR 27-1. Judge Advocate Legal Services. 24 January 2017.
AR 30-22. Army Food Program. 17 July 2019.
AR 56-4. Distribution of Materiel and Distribution Platform Management. 17 September 2014.
AR 70-38. Research, Development, Test and Evaluation of Materiel for Worldwide Use. 26 June 2020.
AR 95-1. Flight Regulations. 22 March 2018.
AR 95-2. Air Traffic Control, Airfield/Heliport, and Airspace Operations. 31 March 2016.
AR 190-11. Physical Security of Arms, Ammunition, and Explosives. 17 January 2019.
AR 200-1. Environmental Protection and Enhancement. 13 December 2007.
AR 360-1. The Army Public Affairs Program. 25 May 2011.
AR 525-28. Personnel Recovery. 5 March 2010.
AR 525-93. Army Deployment and Redeployment. 23 October 2019.
AR 600-8. Military Human Resources Management. 9 July 2019.
AR 638-2. Army Mortuary Affairs Program. 28 November 2016.
AR 638-8. Army Casualty Program. 7 June 2019.
AR 700-19. U.S. Army Munitions Reporting Systems. 7 February 2008.
AR 700-80. Army In-Transit Visibility. 30 September 2015.

396 ATP 5-0.2-1 07 December 2020

 References

AR 710-1. Centralized Inventory Management of the Army Supply System. 28 November 2016.
AR 710-2. Supply Policy Below The National Level. 28 March 2008.
AR 735-5. Property Accountability Policies. 9 November 2016.
AR 740-1. Storage and Supply Activity Operations. 26 August 2008.
AR 750-1. Army Materiel Maintenance Policy. 28 October 2019.
ATP 1-0.1. G-1/AG and S-1 Operations. 23 March 2015.
ATP 1-0.2. Theater-Level Human Resources Support. 24 January 2017.
ATP 1-05.01. Religious Support and the Operations Process. 31 July 2018.
ATP 1-05.02. Religious Support to Funerals and Memorial Events. 27 November 2018.
ATP 1-05.03. Religious Support and External Advisement. 31 January 2019.
ATP 1-05.04. Religious Support and Internal Advisement. 23 March 2017.
ATP 1-05.5. Religious Support and Casualty Care. 28 August 2019.
ATP 1-06.1. Field Ordering Officer (FOO) and Pay Agent (PA) Operations. 10 May 2013.
ATP 1-06.3. Banking Operations. 23 January 2015.
ATP 1-06.4. Internal Controls. 12 May 2016.
ATP 1-19. Army Music. 13 February 2015.
ATP 2-01. Plan Requirements and Assess Collection. 19 August 2014.
ATP 2-01.3. Intelligence Preparation of the Battlefield. 1 March 2019.
ATP 2-19.4. Brigade Combat Team Intelligence Techniques. 10 February 2015.
ATP 2-22.4. Technical Intelligence. 4 November 2013.
ATP 2-22.9. Open-Source Intelligence (U). 15 August 2019.
ATP 2-33.4. Intelligence Analysis. 10 January 2020.
ATP 2-91.7. Intelligence Support to Defense Support of Civil Authorities. 29 June 2015.
ATP 3-01.7. Air Defense Artillery Brigade Techniques. 16 March 2016.
ATP 3-01.8. Techniques for Combined Arms for Air Defense. 29 July 2016.
ATP 3-01.15/MCTP 10-10B/NTTP 3-01.8/AFTTP 3-2.31. Multi-Service Tactics, Techniques, and
Procedures for Air and Missile Defense. 14 March 2019.
ATP 3-01.16. Air and Missile Defense Intelligence Preparation for the Battlefield. 31 March 2016.
ATP 3-01.50. Air Defense and Airspace Management (ADAM) Cell Operation. 5 April 2013.
ATP 3-01.60. Counter-Rocket, Artillery, and Mortar Operations. 10 May 2013.
ATP 3-01.64. Avenger Battalion and Battery Techniques. 10 March 2016.
ATP 3-01.81. Counter-Unmanned Aircraft System Techniques. 13 April 2017.
ATP 3-01.85. Patriot Battalion Techniques. 31 January 2019.
ATP 3-01.91. Terminal High Altitude Area Defense (THADD) Techniques. 26 August 2018.
ATP 3-04.7. Army Aviation Maintenance. 20 October 2020.
ATP 3-04.13. Aircraft Recovery Operations. 16 April 2018.
ATP 3-06. Urban Operations. 7 December 2017.
ATP 3-07.5. Stability Techniques. 31 August 2012.
ATP 3-07.6. Protection of Civilians. 29 October 2015.
ATP 3-07.31/MCTP 3-03B/AFTTP 3-2.40. Multi-Service Tactics, Techniques, and Procedures for
Peace Operations. 2 May 2019.
ATP 3-09.02. Field Artillery Survey. 16 February 2016.
ATP 3-09.12. Field Artillery Target Acquisition. 24 July 2015.
ATP 3-09.13. The Battlefield Coordination Detachment. 24 July 2015.
ATP 3-09.23. Field Artillery Cannon Battalion. 24 September 2015.

07 December 2020 ATP 5-0.2-1 397

References

ATP 3-09.24. Techniques for the Fires Brigade. 21 November 2012.

ATP 3-09.30. Observed Fires. 28 September 2017.
ATP 3-09.32/MCRP 3-16.6/NTTP 3-09.2/AFTTP 3-2.6. Multi-Service Tactics, Techniques, and
Procedures for Joint Application of Firepower. 18 October 2019.
ATP 3-09.42. Fire Support for the Brigade Combat Team. 1 March 2016.
ATP 3-11.32/MCWP 10-10E.8/NTTP 3-11.37/AFTTP 3-2.46. Multi-Service Tactics, Techniques, and
Procedures for Chemical, Biological, Radiological, and Nuclear Passive Defense.
13 May 2016.
ATP 3-11.36/MCRP 10-10E.1/NTTP 3-11.34/AFTTP 3-2.70. Multi-Service Tactics, Techniques, and
Procedures for Chemical, Biological, Radiological, and Nuclear Planning.
24 September 2018.
ATP 3-11.37/MCWP 3-37.4/NTTP 3-11.29/AFTTP 3-2.44. Multi-Service Tactics, Techniques, and
Procedures for Chemical, Biological, Radiological, and Nuclear Reconnaissance and
Surveillance. 25 March 2013.
ATP 3-11.41/MCRP 3-37.2C/NTTP 3-11.24/AFTTP 3-2.37. Multi-Service Tactics, Techniques, and
Procedures for Chemical, Biological, Radiological, and Nuclear Consequence Management
Operations. 30 July 2015.
ATP 3-11.50. Battlefield Obscuration. 15 May 2014.
ATP 3-12.3. Electronic Warfare Techniques. 16 July 2019.
ATP 3-18.72. (U) Special Forces Personnel Recovery (S//NF). 13 January 2016.
ATP 3-20.96. Cavalry Squadron. 12 May 2016.
ATP 3-21.11. SBCT Infantry Rifle Company. 4 February 2016.
ATP 3-21.20. Infantry Battalion. 28 December 2017.
ATP 3-21.21. SBCT Infantry Battalion. 18 March 2016.
ATP 3-28.1/MCWP 3-36.2/NTTP 3-57.2/AFTTP 3-2.67. Multi-Service Tactics, Techniques, and
Procedures for Defense Support of Civil Authorities (DSCA). 25 September 2015.
ATP 3-34.5. Environmental Considerations. 10 August 2015.
ATP 3-34.22. Engineer Operations—Brigade Combat Team and Below. 5 December 2014.
ATP 3-34.23. Engineer Operations—Echelons Above Brigade Combat Team. 10 June 2015.
ATP 3-34.40. General Engineering. 25 February 2015.
ATP 3-34.80. Geospatial Engineering. 22 February 2017.
ATP 3-34.81. Engineer Reconnaissance. 1 March 2016.
ATP 3-35. Army Deployment and Redeployment. 23 March 2015.
ATP 3-37.2. Antiterrorism. 3 June 2014.
ATP 3-37.10. Base Camps. 27 January 2017.
ATP 3-37.34. Survivability Operations. 16 April 2018.
ATP 3-50.10/MCRP 3-05.3/NTTP 3-57.6/AFTTP 3-2.90. Multi-Service Tactics, Techniques, and
Procedures for Personnel Recovery. 4 June 2018.
ATP 3-57.10. Civil Affairs Support to Populace and Resources Control. 6 August 2013.
ATP 3-57.20/MCRP 3-33.1C. Multi Service Techniques for Civil Affairs Support to Foreign
Humanitarian Assistance. 15 February 2013.
ATP 3-57.30. Civil Affairs Support to National Assistance. 1 May 2014.
ATP 3-57.50. Civil Affairs Civil Information Management. 6 September 2013.
ATP 3-57.60. Civil Affairs Planning. 27 April 2014.
ATP 3-57.70. Civil-Military Operations Center. 5 May 2014.
ATP 3-57.80. Civil-Military Engagement. 31 October 2013.
ATP 3-60. Targeting. 7 May 2015.

398 ATP 5-0.2-1 07 December 2020

 References

ATP 3-90.4/MCWP 3-17.8. Combined Arms Mobility. 8 March 2016.

ATP 3-90.5. Combined Arms Battalion. 5 February 2016.
ATP 3-90.8. Combined Arms Countermobility Operations. 17 September 2014.
ATP 3-90.97. Mountain Warfare and Cold Weather Operations. 29 April 2016.
ATP 3-96.1. Security Force Assistance Brigade. 2 September 2020.
ATP 4-0.1. Army Theater Distribution. 29 October 2014.
ATP 4-01.45/MCRP 3-40F.7 [MCRP 4-11.3H]/AFTTP 3-2.58. Multi-Service Tactics, Techniques, and
Procedures for Tactical Convoy Operations. 22 February 2017.
ATP 4-02.1. Army Medical Logistics. 29 October 2015.
ATP 4-02.2. Medical Evacuation. 12 July 2019.
ATP 4-02.3. Army Health System Support to Maneuver Forces. 9 June 2014.
ATP 4-02.5. Casualty Care. 10 May 2013.
ATP 4-02.7/MCRP 4-11.1F/NTTP 4-02.7/AFTTP 3-42.3. Multi-Service Tactics, Techniques, and
Procedures for Health Service Support in a Chemical, Biological, Radiological, and Nuclear
Environment. 15 March 2016.
ATP 4-02.8. Force Health Protection. 9 March 2016.
ATP 4-02.10. Theater Hospitalization. 14 August 2020.
ATP 4-02.55. Army Health System Support Planning. 30 March 2020.
ATP 4-02.83/MCRP 4-11.1B/NTRP 4-02.21/AFMAN 44-161(l). Multiservice Tactics, Techniques,
and Procedures for Treatment of Nuclear and Radiological Casualties. 5 May 2014.
ATP 4-10/MCRP 4-11H/NTTP 4-09.1/AFMAN 10-409-O. Multi-Service Tactics, Techniques, and
Procedures for Operational Contract Support. 18 February 2016.
ATP 4-11. Army Motor Transport Operations. 14 August 2020.
ATP 4-12. Army Container Operations. 10 May 2013.
ATP 4-13. Army Expeditionary Intermodal Operations. 16 April 2014.
ATP 4-14. Expeditionary Railway Center Operations. 29 May 2014.
ATP 4-16. Movement Control. 5 April 2013.
ATP 4-25.12. Unit Field Sanitation Teams. 30 April 2014.
ATP 4-25.13. Casualty Evacuation. 15 February 2013.
ATP 4-31/MCRP 4-11A. Recovery and Battle Damage Assessment and Repair (BDAR).
27 August 2014.
ATP 4-32. Explosive Ordnance Disposal (EOD) Operations. 30 September 2013.
ATP 4-33. Maintenance Operations. 9 July 2019.
ATP 4-35. Munitions Operations and Distribution Techniques. 5 September 2014.
ATP 4-41. Army Field Feeding and Class I Operations. 31 December 2015.
ATP 4-42. General Supply and Field Services Operations. 14 July 2014.
ATP 4-42.2. Supply Support Activity Operations. 9 June 2014.
ATP 4-43. Petroleum Supply Operations. 6 August 2015.
ATP 4-44. Water Support Operations. 2 October 2015.
ATP 4-46. Contingency Fatality Operations. 17 December 2014.
ATP 4-48. Aerial Delivery. 21 December 2016.
ATP 4-90. Brigade Support Battalion. 18 June 2020.
ATP 4-91. Army Field Support Brigade. 15 December 2011.
ATP 4-92. Contracting Support to Unified Land Operations. 15 October 2014.
ATP 4-93. Sustainment Brigade. 11 April 2016.
ATP 4-93.1. Combat Sustainment Support Battalion. 19 June 2017.

07 December 2020 ATP 5-0.2-1 399

References

ATP 5-0.1. Army Design Methodology. 1 July 2015.

ATP 5-0.3/MCRP 5-10.1/NTTP 5-01.3/AFTTP 3-2.87. Multi-Service Tactics, Techniques, and
Procedures for Operation Assessment. 7 February 2020.
ATP 5-19. Risk Management. 14 April 2014.
ATP 6-0.5. Command Post Organization and Operations. 1 March 2017.
ATP 6-01.1. Techniques for Effective Knowledge Management. 6 March 2015.
ATP 6-02.71. Techniques for Department of Defense Information Network Operations. 30 April 2019.
ATP 6-02.72/MCRP 3-30B.3 [MCRP 3-40.3A]/NTTP 6-02.2/AFTTP 3-2.18. Multi-Service Tactics,
Techniques, and Procedures for Tactical Radios. 19 May 2017.
ATP 6-22.5. A Leader's Guide to Soldier Health and Fitness. 10 February 2016.
DA PAM 30-22. Operating Procedures for the Army Food Program. 17 July 2019.
DA PAM 638-2. Procedures for the Army Mortuary Affairs Program. 23 June 2015.
DA PAM 700-16. The Army Ammunition Management System. 26 June 2017.
DA PAM 710-2-1. Using Unit Supply System (Manual Procedures). 1 December 2016.
FM 1-0. Human Resources Support. 1 April 2014.
FM 1-04. Legal Support to Operations. 8 June 2020.
FM 1-05. Religious Support. 21 January 2019.
FM 1-06. Financial Management Operations. 15 April 2014.
FM 2-0. Intelligence. 6 July 2018.
FM 3-0. Operations. 6 October 2017.
FM 3-01. U.S. Army Air and Missile Defense Operations. 2 November 2015.
FM 3-01.13. (U) Air Defense Artillery Operational Planning Data (S/NF). 1 May 2019.
FM 3-04. Army Aviation. 6 April 2020.
FM 3-05. Army Special Operations. 9 January 2014.
FM 3-07. Stability. 2 June 2014.
FM 3-09. Fire Support and Field Artillery Operations. 30 April 2020.
FM 3-11. Chemical, Biological, Radiological, and Nuclear Operations. 23 May 2019.
FM 3-12. Cyberspace and Electronic Warfare Operations. 11 April 2017.
FM 3-13. Information Operations. 6 December 2016.
FM 3-16. The Army in Multinational Operations. 8 April 2014.
FM 3-34. Engineer Operations. 2 April 2014.
FM 3-39. Military Police Operations. 9 April 2019.
FM 3-50. Army Personnel Recovery. 2 September 2014.
FM 3-52. Airspace Control. 20 October 2016.
FM 3-55. Information Collection. 3 May 2013.
FM 3-57. Civil Affairs Operations. 17 April 2019.
FM 3-81. Maneuver Enhancement Brigade. 21 April 2014.
FM 3-90-1. Offense and Defense Volume 1. 22 March 2013.
FM 3-90-2. Reconnaissance, Security, and Tactical Enabling Tasks Volume 2. 22 March 2013.
FM 3-94. Theater Army, Corps, and Division Operations. 21 April 2014.
FM 3-96. Brigade Combat Team. 8 October 2015.
FM 3-98. Reconnaissance and Security Operations. 1 July 2015.
FM 3-99. Airborne and Air Assault Operations. 6 March 2015.
FM 4-0. Sustainment Operations. 31 July 2019.
FM 4-01. Army Transportation Operations. 3 April 2014.

400 ATP 5-0.2-1 07 December 2020

 References

FM 4-02. Army Health System. 26 August 2013.

FM 4-30. Ordnance Operations. 1 April 2014.
FM 4-40. Quartermaster Operations. 22 October 2013.
FM 6-0. Commander and Staff Organization and Operations. 5 May 2014.
FM 6-02. Signal Support to Operations. 13 September 2019.
FM 6-27/MCTP 11-10C. The Commander’s Handbook on the Law of Land Warfare.
7 August 2019.
FM 7-0. Train to Win in a Complex World. 5 October 2016.
FM 90-3. Desert Operations. 24 August 1993.
GTA 01-14-001. Battle Damage Assessment & Repair Smart Book. 1 March 2012.
GTA 09-14-002. Recovery Smart Book. 1 September 2017.
GTA 25-06-023. After Action Review (AAR) Pocket Reference Guide. 3 August 1997.
GTA 55-07-003. Air Deployment Planning Guide. 3 September 1984.
TB 55-46-1/NAVFAC P-1055. Standard Characteristics (Dimensions, Weight, and Cube) for
Transportability of Military Vehicles and Other Outsize/Overweight Equipment (In Toe Line
Item Number Sequence). 1 February 2020.
TB MED 530. Tri-Service Food Code. 1 March 2019.
TB MED 593. Guidelines for Field Waste Management. 15 September 2006.
TC 3-97.61. Military Mountaineering. 26 July 2012.
TC 4-02.1. First Aid. 21 January 2016.
TC 7-100. Hybrid Threat. 26 November 2010.
TC 8-270. Brigade Medical Supply Office. 21 December 2015.
TEA PAM 55-19. Tiedown Instructions for Rail Movements. Seventh edition, July 2015.
TEA PAM 55-20. Tiedown Handbook for Truck Movements. Fourth edition, July 2008.
TEA PAM 55-23. Tiedown Handbook for Containerized Movements. Third edition, September 2009.
TEA PAM 55-24. Vehicle and Equipment Preparation Handbook for Fixed Wing Air Movements.
Third edition. September 2010.
TEA PAM 700-2. Logistics Handbook for Strategic Mobility Planning. October 2011.
TEA PAM 700-4. Vessel Characteristics for Shiploading. Third edition, September 2007.
TEA PAM 700-5. Deployment Planning Guide. January 2012.
TM 3-34.56. Waste Management for Deployed Forces. 29 March 2019.
TM 9-2320-334-10-1. Operator Manual for Family of Medium Tactical Vehicles (FMTV) 5 Ton
Wrecker, M1089A1P2: NSN 2320-01-552-7762 (EIC BU6) NSN 2320-01-595-3994 (EIC
B3W), Volume 1 of 2 {Air Force to 36A12-1C-1159-1-1}. 30 November 2018.
TM 9-2320-334-10-2. Operator Manual for Family of Medium Tactical Vehicles (FMTV) 5 Ton
Wrecker, M1089A1P2: NSN 2320-01-552-7762 (EIC BU6) NSN 2320-01-595-3994 (EIC
B3W), Volume 2 of 2 {to 36A12-1C-1159-1-2}. 30 November 2018.
TM 9-2320-342-10-1. Operator Manual for Heavy Expanded Mobility Tactical Truck A4 Truck,
Wrecker, 8X8 M984A4 NSN 2320-01-534-2245 (EIC BG5) Volume 1 of 2.
15 September 2020.
TM 9-2320-342-10-2. Operator Manual for Heavy Expanded Mobility Tactical Truck A4 Truck,
Wrecker, 8X8 M984A4 NSN 2320-01-534-2245 (EIC BG5) Volume 2 of 2.
15 September 2020.
TM 9-2320-366-10-1. Operator’s Instructions for M1083 Series, 5-Ton, 6x6, Medium Tactical
Vehicles (MTV), Volume No. 1 of 2. 15 September 1998.
TM-9-2320-366-10-2. Operator`s Instructions for M1083 Series, 5-Ton, 6x6, Medium Tactical
Vehicles (MTV), Volume No. 2 of 2. 15 September 1998.

07 December 2020 ATP 5-0.2-1 401

References

TM 9-2350-256-10. Operator’s Manual for Recovery Vehicle, Full-Tracked: Medium M88A1 NSN
2350-00-122-6826 (EIC AQA). 18 February 2019.
TM 9-2350-292-10. Operator’s Manual for Recovery Vehicle, Full-Tracked: Heavy M88A2 NSN
2350-01-390-4683 (EIC: ACQ). 17 December 2018.
TM 38-250. Preparing Hazardous Materials for Military Air Shipments. 13 July 2017.
TM 55-2220-058-14. Transportability Guidance for Transport of Cargo on the Railcar, Flat, 140-Ton
Capacity (NSN 2220-01-058-6377). 9 January 1987.

MARINE CORPS PUBLICATIONS

Most Marine Corps doctrinal publications are available online:
https://www.marines.mil/News/Publications/ELECTRONICLIBRARY.aspx
MCO P5090.2A. Environmental Compliance and Protection Manual. 10 July 1998.
MCTP 2-10B. MAGTF Intelligence Production and Analysis. 27 September 2001.
MSTP Pamphlet 5-0.3. MAGTF Planner’s Reference Manual. January 2017.

AIR FORCE PUBLICATIONS

Most Air Force doctrinal publications are available online: https://www.doctrine.af.mil/
AFTTP 3-3. Combat Aircraft Fundamentals, JTAC. 5 September 2019.

OTHER PUBLICATIONS
10 USC 801–946. Uniform Code of Military Justice. https://uscode.house.gov/.
29 CFR 1910. Occupational Safety and Health Standards, 8 July 1993.
32 USC. National Guard. https://uscode.house.gov/.
40 CFR 260-273. Hazardous Waste Regulations, 19 May 1980.
49 CFR 100-199. Pipeline and Hazardous Materials Safety Regulations, 25 June 2002.
AAP-06, ed. 2019. NATO Glossary of Terms and Definitions (English and French), 28 November
2019. https://nso.nato.int/nso/terminology_Public.html
Army Sustainment. Maintaining Momentum through Refuel on the Move. PB 700-16-01. Vol. 48,
Issue 1, pp. 52-55. Fort Lee, VA: Army Logistics University. January–February 2016.
https://alu.army.mil/alog/2016/JanFeb16/HTML/index.html
Center for Army Lessons Learned Newsletter. Brigade Sustainment in Decisive Action Operations.
No. 18-10, February 2018. https://usacac.army.mil/organizations/mccoe/call
Dupuy, Colonel Trevor N., Ret. Attrition: Forecasting Battle Casualties and Equipment Losses in
Modern War. Nova Publications, 1995.
Dupuy, Colonel Trevor N., Ret. Numbers, Predictions & War: Using History to Evaluate Combat
Factors and Predict the Outcome of Battles. Indianapolis, IN: Bobbs-Merrill, 1979.
Joint Staff, J-7, Joint and Coalition Warfighting. Commander’s Handbook for Assessment Planning
and Execution. Version 1.0. Suffolk, VA, 2011.
https://www.jcs.mil/Portals/36/Documents/Doctrine/pams_hands/assessment_hbk.pdf
NATO STANAG 2034. NATO Standard Procedures for Mutual Logistic Assistance. 2 October 2014.
https://nso.nato.int/nso/nsdd/listpromulg.html
NTTP 4-02.M/MCRP 4-11.1G. Patient Movement. May 2007.
Shahbaz, Major Bruce A., M.S. Modifications to the Dupuy Casualty Estimation Method.
Memorandum for Commander, AMEDD Center and School, Fort Sam Houston, TX.
4 January 1999.
U.S. Army Research Institute for the Behavioral and Social Sciences, Arlington, VA and the U.S.
Army School of Advanced Military Studies, Fort Leavenworth, KS. Army Design
Methodology: Commander’s Resource. Fort Leavenworth, KS, 2012.

402 ATP 5-0.2-1 07 December 2020

 References

https://apps.dtic.mil/sti/citations/ADA558054
U.S. Department of Defense and Joint Service Committee on Military Justice. Manual for
Courts-Martial United States. 2019.
https://jsc.defense.gov/Military-Law/Current-Publications-and-Updates/
U.S. Department of Defense Office of General Counsel, Department of Defense Law of War,
Washington, D.C. 2015.

WEBSITES
Central Intelligence Agency. CIA World Factbook.
https://www.cia.gov/library/publications/resources/the-world-
factbook/attachments/docs/original/standard_time_zones_of_the_world.pdf?1528326240
Defense Transportation Regulations. https://www.ustranscom.mil/dtr/
Quick Logistics Estimation Tool.
https://www.us.army.mil/content/armyako/en/mycommunities/Home/groups/TRADOC/Grou
ps/CASCOM/Groups/PDB/Tools.html
U.S. Army Casualty Estimate tools. https://www.milsuite.mil/book/docs/DOC-204096 and
https://www.milsuite.mil/book/docs/DOC-92117
U.S. Army Center for Army Lessons Learned (CALL).
https://usacac.army.mil/organizations/mccoe/call
U.S. Army Central Army Registry (CAR). https://atiam.train.army.mil/catalog/dashboard
U.S. Army Training and Doctrine Command G-2, ACE Threats Integration.
https://community.apan.org/wg/tradoc-g2/ace-threats-integration
World Meteorological Organization. https://public.wmo.int/en

RECOMMENDED READINGS
Green, Lieutenant Colonel Damian A. Army Planner’s Smart Book: Doctrinal Guide to Military
Decision Making and Operational Planning Process (FOUO). 8th ed. Vol 2. Self-published,
2015.

OBSOLETE REFERENCES
FM 1-564. Shipboard Operations. 29 June 1997.
JP 3-02.1. Amphibious Embarkation and Debarkation. 25 November 2014.
TM 9-2320-279-10-1. Operator’s Manual, M977 Series, 8 x 8 Heavy Expanded Mobility Tactical
Trucks (HEMTT), Volume 1 of 2. November 1986.
TM 9-2320-279-10-2. Operator’s Manual, M977 Series, 8 x 8 Heavy Expanded Mobility Tactical
Trucks (HEMTT), Volume 2 of 2. June 1987.

PRESCRIBED FORMS
This section contains no entries.

REFERENCED FORMS
Unless otherwise indicated, DA forms are available on the Army Publishing Directorate Website:
https://armypubs.army.mil/
DA Form 1594. Daily Staff Journal or Duty Officer’s Log.
DA Form 2028. Recommended Changes to Publications and Blank Forms.

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This page intentionally left blank.
 Index

Entries are by paragraph number.

air and missile defense officer, consolidation area, 2-246

A deep area, 2-246
duties and responsibilities,
AA, defined, C-29 M-43–M-45 defined, 2-246
planning factors, D-1–D-2 support area, 2-246
air assault, analysis of mission
AA actions, common actions, variables, A-77 area security, defined, C-23
C-67 defined, A-74 Army design methodology,
sustainment, C-68–C-69 overview, A-73–A-75 considerations, 2-35
AA methods, dispersed, C-38 planning, A-76–A-78 defined, 2-9
part of a larger AA, C-37 reverse planning sequence, employing, 2-12
single, C-36 A-77 problem solving, 2-10–2-11
AA operations, actions, C-67– similarity to the MDMP, A-76 Army Maintenance System, G-95–
C-69 air assault operation, defined, G-122
departure, C-70–C-71 A-74 aircraft recovery, G-122
executing, C-59–C-66 air defense, protection planning battle damage assessment
methods, C-36–C-38 factors, H-1 and repair (BDAR), G-116–
planning, C-39–C-51 G-121
preparing, C-52–C-58 air delivery methods, aerial supply distribution management
task organization, C-33–C-35 and resupply, G-87–G-94 process, G-95–G-122
AA task organization, main body, aircraft, characteristics, D-3 logistics, G-95–G-122
C-35 planning factors, D-3 maintenance operations,
quartering party, C-34 aircraft recovery, Army G-98–G-99
two components, C-33 Maintenance System, G-122 vehicle recovery, G-100–
G-115
AAR, 1-33–1-36 AMDO, duties and responsibilities,
and assessment, 1-33–1-36 M-43–M-45 Army personnel recovery, H-3–
and rehearsals, 3-62–3-64 H-6
ammunition transfer holding point,
format, 1-35 defined, H-4
supply and resupply planning,
recording, 1-36 individual isolated personnel
G-61–G-63
steps, 1-34 report (ISOPREP), H-6
analysis of mission variables, air
types, 1-33 artillery and munitions, planning
assault, A-77
ADM, considerations, 2-35 factors, F-1
anticipation, principle of
defined, 2-9 assault position, defined, A-50
sustainment, defined, G-2
employing, 2-12 gap crossing, A-50
problem solving, 2-10–2-11 AO, close area, 2-246
assembly area, defined, C-29
consolidation area, 2-246
aerial supply and resupply, G-85– planning factors, D-1–D-2
deep area, 2-246
G-94 assembly area actions, common
defined, 2-246
air delivery methods, G-87– actions, C-67
support area, 2-246
G-94 sustainment, C-68–C-69
AOI, defined, 2-248
after action review, 1-33–1-36 assembly area methods,
and assessment, 1-33–1-36 area defense, defined, B-6
dispersed, C-38
and rehearsals, 3-62–3-64 execution steps, B-15
part of a larger AA, C-37
format, 1-35 overview, B-8–B-9
single, C-36
recording, 1-36 planning, B-10–B-13
steps, 1-34 preparing, B-14 assembly area operations, C-28–
types, 1-33 C-71
area of influence, defined, 2-247
actions, C-67–C-69
AGM, 2-370 area of interest, defined, 2-248 departure, C-70–C-71
AI, defined, 2-247 area of operations, close area, executing, C-59–C-66
2-246 methods, C-36–C-38

07 December 2020 ATP 5-0.2-1 405

Index

Entries are by paragraph number.

assembly area operations techniques, G-120–G-121 C

(continued) battle drills, 4-19–4-28 C2, electromagnetic warfare, I-7–
planning, C-39–C-51 characteristics, 4-25 I-17
preparing, C-52–C-58 command post, 4-21 –4-23 execution matrix and checklist,
task organization, C-33–C-35 flowchart format, 4-27 I-20
assembly area task organization, key to success, 4-26 guidance worksheet, I-18
C-33–C-35 purpose, 4-24 operational day and hour, I-19
main body, C-35 rehearsal, 3-37–3-38 OPORD format and
quartering party, C-34 table format, 4-28 responsibilities, I-21–I-23
two components of, C-33 battle rhythm, and executing, planning factors, I-1–I-23
assess in D3A, all-level 4-14–4-18 responsibilities in COA
assessment, 2-383 changes during execution, analysis, 2-198–2-207
and the MDMP, 2-364–2-390 4-16 support relationships, I-1–I-4
assessing results, 2-381 defined, 4-14 tactical mission tasks, I-5–I-6
continuous assessment, 2-382 effectiveness, 4-17 call forward area, defined, A-50
assessment, activities, 1-9–1-24 organization, 4-18 gap crossing, A-50
after action reviews (AAR), synchronization, 4-14 CASEVAC, planning, G-199–
1-33–1-36 understanding, 4-15 G-200
characteristics, 1-9 BDA, defined, G-117 casualty, estimates, G-158–G-162
defined, 1-2 BDAR, Army Maintenance evacuation, G-196–G-200
directing action, 1-22–1-24 System, G-116–G-121 reporting, G-190
evaluating, 1-15–1-21 techniques, G-120–G-121
guides for effectiveness, 1-25– casualty and medical evacuation
1-32 begin morning nautical twilight, process, G-191–G-200
overview, 1-1–1-8 defined, 2-258 casualty care, initial personnel
results, 1-24 belt method, COA analysis, involved, G-178–G-189
assessment activities, directing 2-164–2-165 casualty evacuation, defined,
action, 1-22–1-24 be-prepared mission, defined, G-197
evaluating, 1-15–1-21 2-59 CBRN officer, duties and
monitoring, 1-11–1-14 BMNT, defined, 2-258 responsibilities, M-52–M-54
recommending, 1-22–1-24
boards and working groups, CBRNE, and DSCA, L-29
assumption, in operational boards, 4-58 CCIR, 2-75–2-77, 2-80–2-81
environment, defined, 2-65 cross-functional expertise, and EEFIs, 2-80–2-81
atmospheric pressure, impacts on 4-57 defined, 2-76
aviation operations, 2-267 working groups, 4-59 developing, 2-75–2-81
military aspects of weather, box method, COA analysis, 2-167 chaplain, duties and
2-267
breach activities, A-7–A-17 responsibilities, M-58–M-60
attack, defined, A-5 executing, A-17 chief of fires/FSO, duties and
offensive operations, A-5 overview, A-7–A-9 responsibilities, M-40–M-42
attack guidance matrix, 2-370 planning, A-10–A-15
preparing, A-16 Chief of staff or executive officer,
attack position, defined, A-50 duties and responsibilities,
gap crossing, A-50 breakout, defined, A-80 M-6–M-7
avenue-in-depth method, COA breakout from encirclement, China, threat equipment,
analysis, 2-166 executing, A-103–A-110 intelligence planning factors,
aviation officer, duties and overview, A-79–A-81 E-2
responsibilities, M-46–M-48 planning, A-82–A-96
preparing, A-97–A-102 Cl I Food, supply and resupply,
B senior commander tasks, A-81 G-51–G-54
backbrief, 3-33–3-34 tasks, A-81, A-99 CL I water, bulk water, G-53–G-54
defined, 3-33 bridgehead, defined, A-44 ice and bottled water, G-52
difference from confirmation gap crossing, A-44 CL II, supply and resupply, G-55
brief, 3-34 bridgehead force, defined, A-44 CL III (B), bulk fuel, supply and
battle damage assessment, gap crossing, A-44 resupply, G-57
defined, G-117 bulk fuel, CL III (B), G-57 CL III (P), supply and resupply,
battle damage assessment and G-56
repair, Army Maintenance CL IV, construction materials,
System, G-116–G-121 supply and resupply, G-58

406 ATP 5-0.2-1 07 December 2020

 Index

Entries are by paragraph number.

CL IX, repair parts, supply and assign headquarters, 2-142– command and support
resupply planning, G-75 2-143 relationship, command
CL V, supply and resupply, G-59– brief, 2-147–2- 155 relationships, I-2
G-60 generate options, 2-124–2-130 NATO levels of authority, I-4
modify COAs, 2-156 support relationships, I-3
CL VI, health and comfort packs, refine, 2-140–2-141
supply and resupply planning, command relationships, C2, I-2
select COA, 2-156
G-64–G-69 situation template, 2-298– command sergeant major, duties
CL VII, major end items, supply 2-301 and responsibilities, M-8–M-9
and resupply planning, G-70 sketch, 2-145 commander, and information
CL VIII, supply and resupply statement, 2-144, 2-146 collection, 2-325–2-337
planning, G-71–G-74 threat COA statement, 2-302 breakout from encirclement,
COA synchronization matrix, COA A-81
close area, defined, 2-246 duties and responsibilities,
analysis, 2-173
cloud cover and ceiling, military M-4–M-5
aspects of weather, 2-262– cold weather operations, N-20– guidance, 2-332–2-337
2-263 N-24 retrograde, B-22
arctic region, N-22 targeting guidance, 2-355–
COA, stability operations, L-10–
operational considerations, 2-359
L-11
N-23
COA analysis, and warfighting risks, N-24 commander’s critical information
functions, 2-197–2-218 requirement, 2-75–2-77, 2-80–
collaborative planning, defined, 2-81
brief, 2-196–2-218
2-37 and EEFIs, 2-80–2-81
C2 responsibilities, 2-198–
2-207 combat assessment, battle defined, 2-76
execution, 2-177–2-195 damage assessment (BDA), developing, 2-75–2-81
fires responsibilities, 2-213 2-386–2-387 commander’s guidance
guidance, 2-161–2-174 elements, 2-384 worksheet, planning factors,
intelligence responsibilities, munitions effectiveness C2, I-18
2-208–2-210 assessment, 2-388–2-389
reengagement commander’s intent, defined, 2-96
M2 responsibilities, 2-211– developing, 2-96–2-98
2-212 recommendation, 2-390
higher, 2-97
methods, 2-163–2-167 combat power, and METT-TC, situational understanding, 2-98
modeling and simulation, 2-123 unity of effort, 2-97
2-171 assessing, 2-123 visualization, 2-98
order production, defined, 2-121–2-123
dissemination, transition, commander’s visualization,
combined arms rehearsal, 3-35 defined, 2-99
2-227–2-237
protection responsibilities, command, defined, M-1 planning guidance, 2-99
2-214 command and control, common operational picture, 4-6–
recording and displaying, electromagnetic warfare, I-7– 4-13
2-172–2-174 I-17 advantages, 4-8
sketch notes, 2-174 execution matrix and checklist, checklist, 4-9
sustainment responsibilities, I-20 defined, 4-6
2-215–2-218 guidance worksheet, I-18 manager, 4-12–4-13
synchronization matrix, 2-173 operational day and hour, I-19 overview, 4-6–4-8
techniques, 2-168–2-171 OPORD format and visibility, 4-10–4-11
tools, 2-175–2-176 responsibilities, I-21–I-23 compare current situation,
war game, 2-170 planning factors, I-1–I-23 anticipated decisions, 4-35
COA approval, 2-223–2-226 responsibilities in COA compare to order, 4-36
guidance, 2-224–2-225 analysis, 2-198–2-207 identify likely variance, 4-34
selection, 2-223 support relationships, I-1–I-4
tactical mission tasks, I-5–I-6 confirmation brief, defined, 2-236
WARNORD, 2-226
command and staff roles, consolidation area, defined, 2-246
COA comparison, 2-219–2-222
decision briefing, 2-222 common duties and constraint, defined, 2-63
techniques, 2-220–2-221 responsibilities, M-3–M-66 construction materials, CL IV,
information collection, 2-325– G-58
COA development, array forces, 2-340
2-131–2-139 container and flatrack
introduction, M-1–M-2
assess the situation, 2-115– management, transportation in
2-123 theater, G-45
continuity, defined, G-2

07 December 2020 ATP 5-0.2-1 407

Index

Entries are by paragraph number.

continuity of care, defined, G-170 attack guidance matrix, 2-370 target engagement, 2-377
control measures, linkup high-payoff target list, 2-368 technical decisions, 2-378
operations, C-101–C-102 target selection standards, departure from assembly area,
2-369 anticipation, C-70
control measures for gap
crossing, A-47–A-50 decide, detect, deliver, assess, correct interval and speed,
targeting, 2-351 C-71
control measures for gap crossing
(continued) decision point, defined, 2-150 deployment, defined, J-3
crossing area, A-49 decision support matrix, defined, joint reception, staging, onward
release line, A-48 2-152 movement, integration
waiting areas, A-50 (JRSOI), J-11–J-12
decision support template, movement, J-7–J-10
conversion factors, J-1 defined, 2-151 planning, J-4
convoy planning, transportation in decision support template and pre-deployment, J-6
theater, G-43–G-44 matrix, 2-148–2-155 unit officers, J-5
convoy transportation, decisive operation, 2-127–130, deployment and redeployment,
transportation in theater, G-42 2-132 J-3–J-15
coordinating staff officers, duties defined, 2-127 JRSOI, J-11–J-12
and responsibilities, M-10–M-13 decontamination, protection movement, J-7–J-10
planning factors, H-2 planning, J-4
COP, 4-6–4-13
pre-deployment activities, J-6
advantages, 4-8 deep area, defined, 2-246
redeployment, J-13–J-15
checklist, 4-9 defense, introduction, transportation operations,
defined, 4-6 aggressiveness, B-5 G-38–G-39
manager, 4-12–4-13 characteristics, B-4 unit movement officer, J-5
overview, 4-6–4-8 defined, B-2
visibility, 4-10–4-11 describe effects, assumptions,
types of defensive operations,
2-250
COS or XO, duties and B-6
civil impacts, 2-271
responsibilities, M-6–M-7 defense support of civil evaluation of weather on
cover, security operations, authorities, and CBRNE, L-29 operations, 2-269–2-270
defined, C-23 and pandemics, L-29 identify, 2-249
creating threat models, 2-279– considerations, L-21–L-29 modified combined obstacle
2-292 defined, L-22 overlay, 2-252–2-254
converting to graphics, 2-282– planning, L-26–L-27 terrain effects matrix, 2-256
2-285 primary tasks, L-24 threat overlay, 2-251
describing, 2-286–2-290 rules, L-28 weather, 2-257–2-268
identifying high-value targets, defensive operations, area desert operations, air operations,
2-291–2-292 defense, B-8–B-15 N-7
options, 2-288–2-289 defined, B-2 climate characteristics, N-2,
peculiarities, 2-290 engagement area N-9
tactics, 2-287 development, B-43–B-53 environmental considerations,
cueing, defined, 2-341 introduction, B-1–B-7 N-1–N-12
mobile defense, B-16–B-20 maintenance tips, N-12
current state, planning design, priorities of work, B-54
2-13–2-18 obstacle employment, N-6
purpose, B-2 risks, N-10–N-11
current state, planning design, retrograde, B-21–B-42 terrain, N-3, N-8
actors, 2-14 types, B-6 training, N-4–N-5
considerations, 2-17 define the operational
findings, 2-18 design, in planning, current state,
environment, 2-244–2-247 2-13–2-18
tendencies, 2-15 area of influence, 2-247
understanding, 2-13, 2-16 desired end state, 2-19–2-23
area of interest, 2-248 operational approach, 2-31–
D area of operations, 2-246 2-35
relative aspects, 2-244 problem frame, 2-24–2-30
D3A in the MDMP, 2-365–2-383
significant characteristics,
assess, 2-380–2-383 detect in D3A, and the MDMP,
2-245
decide, 2-366–2-370 2-371–2-375
deliver, 2-376–2-379 delay, retrograde, defined, B-21 intelligence factors, 2-374
detect, 2-371–2-375 deliberate targeting, 2-361 procedures, 2-375
simultaneous functions, 2-365 deliver in D3A, and the MDMP, determine threat COA, collection
decide in D3A, and the MDMP, 2-376–2-379 requirements, 2-305–2-306
2-366–2-370 delivery systems, 2-379 event template, 2-308–2-311

408 ATP 5-0.2-1 07 December 2020

 Index

Entries are by paragraph number.

failure to develop, 2-296 duties and responsibilities, air and electromagnetic protection,
refine HVTs, 2-303–2-304 missile defense officer (AMDO), I-12–I-14
situation template, 2-298– M-43–M-45 electromagnetic warfare
2-301 aviation officer, M-46–M-48 support, I-15–I-17
threat COA statement, 2-302 CBRN officer, M-52–M-54 electromagnetic warfare support,
develop a COA, adjustment chaplain, M-58–M-60 defined, I-15
decision, 4-40 chief of fires/FSO, M-40–M-42
command sergeant major electromagnetic security, defined,
delegate authority, 4-43 I-17
future operations cell, 4-45 (CSM), M-8–M-9
need for change, 4-42 commander, M-4–M-5 ELINT, defined, I-17
new options, 4-41 COS or XO, M-6–M-7 emplacing weapon systems,
reallocating resources, 4-44 engineer, M-49–M-51 engagement area development,
G-1/S-1, M-14–M-16 B-51
digital terrain-model rehearsal, G-2/S-2, M-17–M-19
3-51–3-53 end of evening nautical twilight,
G-3/S-3, M-20–M-22
directed energy, defined, I-10 defined, 2-258
G-4/S-4, M-23–M-24
directing action, recommended G-5/S-5, M-28–M-30 end state, accuracy, 2-20
actions, 1-22–1-23 G-6/S-6, M-31–M-33 considerations, 2-22
G-8/S-8, M-34–M-36 findings, 2-23
disengage, defined, C-11 requirements, 2-19
G-9/S-9, M-37–M-39
distribution, defined, G-24 provost marshal, M-55–M-57 time, 2-21
distribution management process, SJA, M-61–M-63 end state goals, stability
Army Maintenance System, SPO, M-25–M-27 operations, L-3, L-6
G-95–G-122 surgeon, M-64–M-66 end state, desired, planning
distribution planning, G-30– dynamic targeting, 2-362–2-363 design, 2-19–2-23
G-35 find, fix, finish, exploit, analyze,
field services, G-123–G-138 enemy avenues of approach,
disseminate (F3EAD), 2-363 engagement area development,
supply and resupply, G-46–
G-94 E B-47
sustainment, G-23–G-35 EA, defined, B-44 enemy decision points, event
transportation operations, template and matrix, 2-309
economy, defined, G-2
G-36–G-45 enemy scheme of maneuver,
EEFI, and CCIRs, 2-80–2-81 engagement area development,
distribution methods, G-32
defined, 2-80 B-48
distribution planning, G-30–G-35
EENT, defined, 2-258 enemy situation, linkup
methods, G-32
modes of operation, G-33 effect, commander’s targeting operations, C-109
retrograde of materiel, G-35 guidance, 2-356 engagement area, defined, B-44
supply chain and supply trains, defined, 2-356
engagement area development,
G-34 effective assessment, commander B-43–B-54
terminals, G-31 involvement, 1-26 defined, B-44
DO, 2-127–130, 2-132 establishing cause and effect, emplacing weapon systems,
defined, 2-127 1-32 B-51
guides, 1-25–1-32 enemy avenues of approach,
DP, defined, 2-150
integration, 1-27–1-30 B-47
DSCA, and CBRNE, L-29 logic of the plan, 1-31
and pandemics, L-29 enemy scheme of maneuver,
electromagnetic attack, defined, B-48
CBRNE, L-29
I-9 integrating fires, B-52
considerations, L-21–L-29
defined, L-22 electronic intelligence, defined, integrating obstacles, B-50
focus, L-23, L-26 I-17 overview, B-43–B-46
planning, L-26–L-27 rehearsal, B-53
electromagnetic protection,
primary tasks, L-24 steps, B-47–B-53
defined, I-12
responsibilities, L-25 where to engage enemy, B-49
electromagnetic reconnaissance,
rules, L-28 engagement criteria, defined,
defined, I-17
primary tasks, L-24 C-11
transition, L-27 electromagnetic warfare,
engaging enemy, engagement
use of force, L-28 command and control, I-7–I-17
area development, B-49
defined, I-8
DSM, defined, 2-152 electromagnetic attack, I-9– engineer, duties and
DST, defined, 2-151 I-11 responsibilities, M-49–M-51

07 December 2020 ATP 5-0.2-1 409

Index

Entries are by paragraph number.

engineer equipment park, gap electromagnetic attack, I-9– execution matrix and execution
crossing, A-50 I-11 checklist, planning factors, C2,
engineer regulating point, defined, electromagnetic protection I-20
A-50 (EP), I-12–I-14 executive officer or chief of staff,
gap crossing, A-50 electromagnetic warfare duties and responsibilities,
support, I-15–I-17 M-6–M-7
environmental considerations,
N-1–N-30 executing, area defense, B-15 exploitation, defined, A-5
cold weather operations, assembly area, C-59–C-66 offensive operations, A-5
N-20–N-24 battle drills, 4-19–4-28
battle rhythm, 4-14–4-18 extreme environments, cold
desert operations, N-1–N-12 weather operations, N-20–N-24
breach, A-17
environmental considerations breakout from encirclement, desert operations, N-1–N-12
(continued) A-103–A-110 maintenance and recovery,
environmental impacts, N-27– COA analysis, 2-177–2-195 N-26
N-30 common operational picture mountain operations, N-13–
maintenance and recovery, (COP), 4-6 N-19
N-26 forward passage of lines, supply control, N-25
mountain operations, N-13– C-81–C-89
N-19 F
linkup operations, C-109–
supply control, N-25 F3EAD, 2-363
C-110
environmental impacts, meetings, 4-52–4-59 FARP, defined, G-81
considerations, N-28 mobile defense, B-20 FFIR, defined, 2-79
laws and regulations, N-29 rapid decision-making and field feeding, field services, G-126
medical considerations, N-30 synchronization process
negative affect, N-27 (RDSP), 4-29–4-51 field maintenance, defined, G-96
EP, defined, I-12 rearward passage of lines, field services, distribution
C-90–C-96 management process, G-123–
ES, defined, I-15
retaining and exploiting G-138
essential element of friendly initiative, 4-4 field feeding, G-126
information, and CCIRs, 2-80– retrograde, B-42 mortuary affairs, G-130–G-135
2-81 sustainment, G-7–G-21 shower and laundry, G-136–
defined, 2-80 G-138
executing a breakout, attacking
essential task, defined, 2-61 defined objectives, A-104 water production, purification,
evacuation process, casualty, avoiding contact with enemy, and distribution, G-127–
G-196–G-200 A-106 G-129
medical, G-194–G-195 deception, A-109 find, fix, finish, exploit, analyze,
evaluate the threat, order of battle, enemy situation, A-103 disseminate, dynamic targeting,
2-274–2-278 exploit the gap, A-105 2-363
purpose, 2-272–2-273 mobility essential, A-107 fires, integrating into engagement
threat models, 2-279–2-292 observed progress, A-108 area development, B-42
time event chart, 2-293–2-294 sustainment, A-110 planning data, F-1
evaluating, analyzing, 1-15, 1-20– executing a movement to contact, responsibilities in COA
1-21 A-71–A-72 analysis, 2-213
checklist, 1-18 end of mission, A-72 targeting, 2-354
indicator, 1-16 regaining contact, A-71 flatrack and container
measures of effectiveness, executing an assembly area, main management, transportation in
1-19 body, C-62 theater, G-45
measures of performance, occupying, C-59 forward arming and refueling
1-17 quartering party, C-60–C-61, point, defined, G-81
event template, defined, 2-308 C-63–C-64 considerations, refueling
sustainment, C-65–C-66 operations, G-81–G-84
event template and matrix, enemy
decision points, 2-309 execution, defined, 4-1 forward passage of lines, C-81–
intelligence preparation of the embracing risk, 4-5 C-89
battlefield, 2-307–2-311 guides for, 4-3 defined, C-81
named areas of interest (NAI), liaison responsibilities, K-13– executing, C-87–C-89
2-309 K-15 planning, C-82–C-83
time phase lines, 2-309 overview, 4-1–4-5 preparing, C-84–C-86
EW, C2, I-7–I-17 friendly force information
defined, I-8 requirement, defined, 2-79

410 ATP 5-0.2-1 07 December 2020

 Index

Entries are by paragraph number.

full-dress rehearsal, 3-40–3-43 caution with cause and effect, HR planning and operations,
fundamentals, reconnaissance, 1-32 G-157–G-162
C-15 commander involvement, 1-26 HR services, G-148–G-151
security operations, C-22 incorporating logic of the plan, human resources support,
1-31 sustainment, personnel
G integration, 1-27–1-30 services, G-141–G-162
G-1/S-1, duties and H humidity, military aspects of
responsibilities, M-14–M-16 weather, 2-266
health and comfort packs, CL VI,
G-2/S-2, duties and G-64–G-69 HVT, defined, 2-291
responsibilities, M-17–M-19
health service support, G-167– I
G-3/S-3, duties and G-201
responsibilities, M-20–M-22 capability planning, G-201 IC, activities, 2-317–2-320
G-4/S-4, duties and casualty evacuation, G-191– and CCIRs, 2-313
responsibilities, M-23–M-24 G-200 and COP, 2-313
casualty reporting, G-190 defined, 2-82
G-5/S-5, duties and executing, 2-316
responsibilities, M-28–M-30 evacuation process, G-191–
G-200 final plan, 2-346–2-347
G-6/S-6, duties and final plan collection matrix,
health system principles,
responsibilities, M-31–M-33 2-347
G-170
G-8/S-8, duties and initial care of casualties, final plan, fully synchronized,
responsibilities, M-34–M-36 G-178–G-189 2-346
medical capability planning, initial plan, 2-82–2-84
G-9/S-9, duties and
G-201 planning, 2-321–2-323
responsibilities, M-37–M-39
personnel, initial casualty care, planning requirements, 2-314
gap crossing, air assault, A-73– primary IC tasks, 2-324
A-78 G-178–G-189
principles, Army Health results of, 2-320
breakout from encirclement, role of commander, 2-326–
A-79–A-110 System, G-170
roles, medical care, G-171– 2-337
control measures, A-47–A-50 role of staff, 2-338–2-340
executing, A-54 G-177
sustainment, G-167–G-201 task and direct information
fundamentals, A-22–A-46 collection, 2-315
holding area, A-50 high-payoff target list, tasking and directing, 2-341–
movement to contact, A-55– considerations, 2-368 2-342
A-72 defined, 2-368 working group input, 2-343–
overview, A-18–A-19 high-value target, defined, 2-291 2-345
phases, A-51 identifying for threat models, illumination, planning factors, F-1
planning, A-20–A-52 2-291–2-292
preparing, A-53 key assets, 2-291 implement, recommending
types, A-21 mental war gaming, 2-291 implementation, 4-49
refining for each COA, 2-303– update DST, 4-51
gap crossing fundamentals, A-22–
2-304 verbal orders, 4-50
A-46
extensive preparation, A-25 threat objectives, 2-292 implied task, defined, 2-60
flexible planning, A-26 threat reaction to loss, 2-291 improvisation, defined, G-2
organization, A-32–A-45 threat TTP, 2-291
indicators, defined, 1-16
speed, A-46 holding area, gap crossing, A-50 intelligence analysis, 2-306
surprise, A-23–A-24 measures of effectiveness,
howitzer distribution, planning
traffic management, A-27– 1-19
factors, F-1
A-31 measures of performance,
HPTL, defined, 2-368
guard, defined, C-23 1-17
human resources planning and offensive indicators, example,
guides, effective assessment,
operations, G-157–G-162 2-306
1-25–1-32
Casualty estimates, G-158–
execution, 4-3, 4-5 information collection, activities,
G-162
guides for execution, accepting 2-317–2-320
human resources services, and CCIRs, 2-313
risk, 4-3, 4-5
G-148–G-151 and COP, 2-313
seize, retain, exploit initiative,
4-3–4-4 human resources support, man defined, 2-82
the force, G-142–G-147 executing, 2-316
guides to effective assessment,
coordinate personnel, G-152– final plan, 2-346–2-347
1-25–1-32
G-156

07 December 2020 ATP 5-0.2-1 411

Index

Entries are by paragraph number.

final plan collection matrix, define the operational duties and responsibilities,
2-347 environment, 2-243–2-248 K-10–K-15
final plan, fully synchronized, defined, 2-55 elements, K-6–K-9
2-346 describe effects, 2-249–2-270 introduction, K-1–K-2
initial plan, 2-82–2-84 determine threat COA, 2-295– officer, K-3–K-5
planning, 2-321–2-323 2-311 liaison elements, digital
planning requirements, 2-314 evaluate the threat, 2-272– detachments, K-7
primary IC tasks, 2-324 2-294 organization, K-6
results of, 2-320 event template and matrix, practices, K-8 –K-9
role of commander, 2-326– 2-307–2-311
2-337 identify initial collection liaison officer, access to
role of staff, 2-338–2-340 requirements, 2-305–2-306 commander, K-4
task and direct information identify threat characteristics, capabilities and characteristics,
collection, 2-315 2-274–2-278 K-5
refine high-value targets for purpose, K-3
task and direct information each COA, 2-303–2-304 liaison responsibilities, execution
collection (continued) running estimates, 2-241 of duties, K-13–K-15
tasking and directing, 2-341– staff collaboration, 2-242 receiving unit, K-12
2-342 steps, 2-240 sending unit, K-10–K-11
working group input, 2-343– threat courses of action, lines of effort, operational
2-345 2-295–2-296 approach, 2-32
time event chart, 2-293–2-294 stability operations, L-9
information requirements, defined,
2-306 in-transit visibility, defined, J-10 linkup, defined, C-98
integration, defined, G-2 IPB, define the operational linkup operations, C-97–C-110
effective assessment, 1-27– environment, 2-243–2-248 complexity, C-99, C-103
1-30 defined, control measures, C-101–
MDMP, 1-30 describe effects, 2-249–2-270 C-102
membership, 1-29 determine threat COA, 2-295– enemy situation, C-109
requirements, 1-27–1-28 2-311 executing, C-109–C-110
evaluate the threat, 2-272– headquarters responsibility,
integration processes, planning, 2-294
2-238–2-311 C-104–C-106
running estimates, 2-241 methods, C-100
information collection, 2-312– staff collaboration, 2-242
2-347 planning, C-97–C-107
steps, 2-240 preparing, C-108
intelligence preparation of the
battlefield (IPB), 2-240– IR, defined, 2-306 rehearsals, C-108
2-311 Iran, threat equipment, resource preservation, C-110
key processes, 2-238 intelligence planning factors, sustainment, C-107
overview, 2-238–2-239 E-3 logistics, Army Maintenance
targeting, 2-348–2-390 ISOPREP, personnel recovery, System, G-95–G-122
intelligence, and indicators, 2-306 H-6 defined, G-22
data and factors, E-1 distribution management,
defined, 2-318 J G-24–G-35
planning factors, E-1 joint logistics over-the-shore field services, G-123–G-138
responsibilities in COA operations, defined, G-33 supply and resupply, G-46–
analysis, 2-208–2-210 G-94
joint reception, staging, onward transportation operations,
intelligence planning factors, E-1– movement, integration, G-36–G-45
E-5 deployment, J-11–J-12
China, threat equipment, E-2 logistics over-the-shore
joint targeting cycle, phases, operations, defined, G-33
civil considerations, E-4 2-352
Iran, threat equipment, E-3 M
JRSOI, deployment, J-11–J-12
North Korea, threat equipment,
M2, aircraft planning factors, D-3
E-2 K movement planning factors,
planning tools, E-5
key leader or full staff discussion, D-1
Russia, threat equipment, E-2
COA analysis, 2-169 responsibilities in COA
threat equipment, E-2–E-3
key leader rehearsal, 3-44–3-47 analysis, 2-211–2-212
intelligence preparation of the
main body, defined, C-35
battlefield, creating and refining L
threat models, 2-279–2-292 maintenance and recovery,
liaison, K-1–K-15 extreme environments, N-26

412 ATP 5-0.2-1 07 December 2020

 Index

Entries are by paragraph number.

maintenance operations, Army defined, 2-37 aspects, 2-252

Maintenance System, G-98– mission analysis, 2-52–2-107 defined, 2-252
G-99 order production, MOE, defined, 1-19
major end items, CL VII, G-70 dissemination, transition,
2-227–2-237 monitoring, CCIR, 1-12
man the force, HR support, overview, 2-36–2-40 COP, 1-13
G-142–G-147 receipt of mission, 2-41–2-51 running estimates, 1-14
map rehearsal, 3-57–3-58 running estimates, 2-45 MOP, defined, 1-17
MCOO, 2-252–2-255 mission analysis, MDMP, 2-52– mortuary affairs, company, G-135
and terrain mobility 2-107 field services, G-130–G-135
classifications, 2-253–2-254 air assault variables, A-77 processing remains, G-134
aspects, 2-252 analyze higher HQ plan/order, motor transportation, defined,
defined, 2-252 2-53–2-54 G-33
MDMP, COA analysis, 2-157– available assets, 2-62
mountain operations, casualty
2-218 CCIRs and EEFIs, 2-75–2-81
evacuation, N-19
COA approval, 2-223–2-226 COA evaluation criteria,
climate characteristics, N-13–
COA comparison, 2-219–2-222 2-102–2-106
N-16
COA development, 2-108– commander’s intent, 2-96–2-98
environmental considerations,
2-156 determine constraints, 2-63
N-13–N-19
defined, 2-37 develop briefing, 2-92–2-95
maneuverability, N-17–N-18
mission analysis, 2-52–2-107 identify critical
order production, facts/assumptions, 2-64 – movement, deployment, J-7–J-10
dissemination, transition, 2-67 planning factors, D-1
2-227–2-237 information collection plan, time intervals, D-2
orders, 2-227–2-237 2-82–2-84 movement and maneuver, aircraft
overview, 2-36–2-40 information requirements, planning factors, D-3
receipt of mission, 2-41–2-51 2-75–2-81 movement planning factors,
running estimates, 2-45 initial IPB, 2-55 D-1
mission statement, 2-89–2-91 responsibilities in COA
measure of effectiveness, and
planning guidance, 2-99–2-101 analysis, 2-211–2-212
evaluating, 1-19
problem statement, 2-87–2-88 movement to contact, executing,
defined, 1-19
risk management, 2-68–2-74 A-71–A-72
measure of performance, and shortfalls, 2-62
evaluating, 1-17 fundamentals, A-56
tasks, 2-56–2-61 meeting engagement, A-57
defined, 1-17 time, 2-85–2-86 overview, A-55–A-57
medical, capabilities planning, update plan, 2-85–2-86 planning, A-58–A-67
G-201 WARNORD #2, 2-107 preparing, A-68–A-70
evacuation, G-194–G-195 mission statement, defined, 2-89 MTC, executing, A-71–A-72
medical and casualty evacuation elements, 2-89 fundamentals, A-56
process, G-191–G-200 what, 2-91 meeting engagement, A-57
meeting engagement, defined, who, where, when, 2-90 overview, A-55–A-57
A-57 mission, enemy, terrain and planning, A-58–A-67
movement to contact, A-57 weather, troops and support preparing, A-68–A-70
meetings, 4-52–4-59 available, time available, and
civil considerations, combat N
notes, 4-56
basics, 4-54–4-55 power, 2-123 NAI, defined, 2-309
boards and working groups, mixing, defined, 2-341 named areas of interest, defined,
4-57–4-59 mobile defense, defined, B-6 2-309
methods, assembly area, C-36– executing, B-20 event template and matrix,
C-38 execution steps, B-20 2-309
COA analysis, 2-163–2-167 planning considerations, B-17– NATO, support relationship, I-4
linkup operations, C-100 B-18 network preparation, 3-13–3-14
METT-TC, combat power, 2-123 preparing, B-19 meeting specific needs, 3-13
military decision-making process, modeling and simulation, COA rehearsing, 3-14
COA analysis, 2-157–2-218 analysis, 2-171 network rehearsal, 3-59–3-61
COA approval, 2-223–2-226 modified combined obstacle North Korea, threat equipment,
COA comparison, 2-219–2-222 overlay, 2-252–2-255 intelligence planning factors,
COA development, 2-108– and terrain mobility E-2
2-156 classifications, 2-253–2-254

07 December 2020 ATP 5-0.2-1 413

Index

Entries are by paragraph number.

no-strike list, targeting restrictions, cold weather considerations, and the MDMP, 2-36–2-237
2-358 N-23 area defense, B-10–B-13
COP, 4-6–4-13 assembly area, C-39–C-51
O day/hour, C2, I-1 breach, A-10–A-15
obstacles, engagement area depicting, 2-32 breakout from encirclement,
development, B-50 environment, 2-244–2-247 A-79–A-110
offensive indicators, example, findings, 2-34 CASEVAC, G-199–G-200
2-306 lines of effort, 2-32 collaborative, 2-37
planning design, 2-31–2-35 current state, 2-13–2-18
offensive operations, air assault,
sustainment preparation, G-6 defined, 2-1
A-73–A-78 deployment, J-4
attack, A-5 operational tempo, A-3
design, 2-8–2-35
breach activities, A-7–A-17 operations and intelligence distribution management,
breakout from encirclement, working group, information G-23–G-35
A-79–A-110 collection, 2-344–2-345 DSCA, L-26–L-27
conducting, A-4 OPORD format and end state, 2-19–2-23
defined, A-2 responsibilities, assignment, gap crossing, A-20–A-54
offensive operations (continued) I-21 human resources support,
exploitation, A-5 planning factors, C2, I-21–I-23 G-157–G-162
gap crossing, A-18–A-54 time allotment, I-22–I-23 information collection, 2-321–
introduction, A-1–A-6 order production, dissemination, 2-323
movement to contact, A-5, transition, approving a plan or linkup operations, C-97–C-107
A-55–A-72 order, 2-233 medical capabilities, G-201
purpose, A-2 COA Analysis, 2-227–2-237 mobile defense, B-17–B-18
pursuit, A-5 crosswalk, 2-232 movement to contact, A-55–
success, A-3 dissemination, 2-234–2-236 A-72
tempo, A-3 reconciliation, 2-231 operational approach, 2-31–
types, A-5 transition, 2-237 2-35
on-order mission, defined, 2-58 overview, 2-1–2-7
P parallel, 2-37
operations, area of, 2-246
assembly area (AA), C-28– packaged petroleum and problem frame, 2-24–2-30
lubricants, CL III (P), G-56 relief in place, C-74–C-78
C-71
pandemics, and DSCA, L-29 retrograde, B-28–B-38
aviation, atmospheric pressure
impacts, 2-267 reverse planning, A-14
parallel planning, defined, 2-37 stability operations, L-9
cold weather, N-20–N-24
defensive, B-1–B-54 PCI, 3-65–3-71 supply and resupply, G-47–
desert, N-1–12 determine readiness, 3-65 G-75
HR planning and operations, informal, 3-66–3-68 task and direct information
prioritization, 3-71 collection, 2-315
G-152–G-157
joint logistics over-the-shore, purposes, 3-67, 3-69–3-70 vehicle recovery, G-105–
G-33 spot checks, 3-66 G-106
linkup, C-97–C-110 personnel recovery, H-3–H-6 planning a breakout, A-79–A-110
logistics over-the-shore, G-33 defined, H-4 diversionary force, A-90–A-91
maintenance, G-98–G-99 individual isolated personnel engineer assets, A-92, A-100
mountain, N-13–N-19 report (ISOPREP), H-6 main body, A-88
offensive, A-1–A-110 personnel services, sustainment, nested intent, A-83
operations and intelligence G-139–G-166 quick assessment, A-82
working group, 2-344–2-345 radio rehearsal, A-101
personnel services, sustainment, rear guard, A-89
reconnaissance, C-2–C-19
human resources support, recovery assets, A-96
reconnaissance and security,
G-141–G-162 remain informed, A-93
C-1–C-27
legal considerations, G-163– reorganization, A-95
refueling, G-76–G-84
G-166 reserve force, A-86–A-87
security, C-20–C-23
shaping, 2-128 personnel support, HR, G-152– responsibilities, A-94
stability, L-1–L-20 G-156 rupture force, A-85
transportation, G-36–G-45 phase, defined, 2-129 sustainment, A-102
weather effects, 2-269–2-270 gap crossing, A-51 tactical groups, A-84
operational, approach, 2-31–2-35 joint targeting cycle, 2-352 planning a relief in place,
assumption, 2-65 PIR, defined, 2-78 procedures, C-75
control measures, C-78
planning, air assault, A-76–A-78

414 ATP 5-0.2-1 07 December 2020

 Index

Entries are by paragraph number.

information sharing, C-76 engineer assets, A-65 task organization, 3-19

organization, C-77 flexibility, A-60 train, 3-21
sequence, C-74 main body, A-63 transitions, 3-25–3-28
simultaneous relief, C-80 security force, A-59, A-61 troop movements, 3-9
planning an assembly area, stable C2 environment, A-67 preparing, area defense, B-14
commander reconnaissance, sustainment expenditure, A-66 assembly area, C-52–C-58
C-41 techniques, A-64 breach, A-16
contingency plans, C-40 vague enemy situation, A-58 breakout from encirclement,
location, C-39 planning guidance, and A-97–A-102
main body coordination, C-46– warfighting functions, 2-101 gap crossing, A-25
C-48, C-50 developing, 2-99–2-101 linkup operations, C-108
mobility, C-42 planning integration processes, mobile defense, B-19
quartering party coordination, 2-238–2-311 movement to contact, A-68–
C-43–C-45, C-49, C-51 information collection, 2-312– A-70
planning design, current state, 2-347 networks, 3-13–3-14
2-13–2-18 key processes, 2-238 relief in place (RIP), C-79–
desired end state, 2-19–2-23 overview, 2-238–2-239 C-80
operational approach, 2-31– targeting, 2-348–2-390 retrograde, B-39–B-41
2-35 planning, sustainment, desired preparing a breakout,
problem frame, 2-24–2-30 end state, G-4 reconnaissance assets, A-97
planning factors, artillery and factors considered, G-5 preparing a relief in place,
munitions, F-1 preparation of the operational employment, C-79
fires, F-1 environment, G-6 preparing an assembly area, main
howitzer distribution, F-1 PR, H-3–H-6 body coordination, C-53, C-56,
illumination, F-1 defined, H-4 C-58
intelligence, E-1 individual isolated personnel quartering party coordination,
M2, aircraft, D-3 report (ISOPREP), H-6 C-52, C-54–C-55, C-57
movement, D-1
protection, H-1–H-6 precipitation, military aspects of preparing for movement to
radar, F-1 weather, 2-261 contact, major focus, A-69
smoke, F-1 precombat inspections, 3-65–3-71 primary concern, A-68
sustainment, G-1–G-201 determine readiness, 3-65 resupply, A-70
planning factors, C2, command informal, 3-66–3-68 preparing, sustainment, optimizing
and support relationships, I-1– prioritization, 3-71 means, 3-11
I-4 purposes, 3-67, 3-69–3-70 repositioning sustainment
commander’s guidance spot checks, 3-66 assets, 3-10
worksheet, I-18 pre-deployment, J-6 resources available, 3-12
execution matrix and execution preparation, defined, 3-2 principles, anticipation
checklist, I-20 overview, 3-2 (sustainment), G-2
expressing unnamed dates Army Health System, G-170
preparation activities, checks and sustainment, components and
and hours, I-19
inspections, 3-22 elements, G-3
OPORD format and
confirmation briefs, 3-17
responsibilities, I-21–I-23 priorities of work, defensive
coordinate and conduct liaison,
tactical mission tasks, I-5–I-6 operations, B-54
3-4–3-6
planning factors, sustainment, information collection, 3-7 mission variables, B-54
logistics, G-22–G-138 integrate new Soldiers and priority intelligence requirement,
planning, G-4–G-6 units, 3-20 defined, 2-78
planning for gap crossing, manage terrain, 3-15 problem frame, analysis, 2-26
considerations, A-52 network preparation, 3-13– considerations, 2-27
control measures, A-47–A-50 3-14 findings, 2-28
fundamentals, A-22–A-46 precombat inspections, 3-65– hypotheses, 2-25
phasing, A-51 3-71 planning design, 2-24–2-30
types, A-21 prepare terrain, 3-16 statement, 2-29–2-30
planning for breach, breaching refine the plan, 3-18 tension, 2-24
tenets, A-13 rehearsals, 3-29–3-64
security operations, 3-8 protection, air defense, H-1
breaching types, A-11–A-12 decontamination, H-2
considerations, A-15 supervise, 3-23
sustainment preparation, 3-10– personnel recovery, H-3–H-6
planning for movement to contact, 3-12 planning factors, H-1–H-6
advance guard, A-62

07 December 2020 ATP 5-0.2-1 415

Index

Entries are by paragraph number.

responsibilities in COA receiving unit, liaison peculiarities, 2-290

analysis, 2-214 responsibilities, K-12 tactics, 2-287
provost marshal, duties and reconnaissance, C-14–C-19 refuel on the move, refueling
responsibilities, M-55–M-57 and COA, C-14 operations, G-80
pursuit, movement to contact, and IPB, C-14 refueling operations, forward
defined, A-5 area reconnaissance, C-19 arming and refueling point
offensive operations, A-5 defined, C-14 considerations, G-81–G-84
fundamentals, C-15 refuel on the move, G-80
Q pull, C-17 supply and resupply, G-76–
quartering party, defined, C-33 push, C-18 G-84
reconnaissance in force, C-19
R route reconnaissance, C-19 rehearsal, after action review,
special reconnaissance, C-19 3-62–3-64
radar, planning factors, F-1 coordination, 3-31
types, C-19
rapid decision-making and defined, 3-29
zone reconnaissance, C-19
synchronization process, engagement area
comparing current situation to reconnaissance and security development, B-53
the order, 4-34–4-36 guidance, focus, C-3–C-6 linkup operations, C-108
considerations, 4-30 reconnaissance and security methods, 3-39–3-64
operations, C-1–C-27 networks, 3-14
rapid decision-making and planning factors, C-1 radio, for breakout from
synchronization process reconnaissance and surveillance, encirclement, A-101
(continued) complement information standard operating procedure
determining the type of collection, C-27 (SOP), 3-37–3-38
decision required, 4-37–4-39 types, 3-32–3-38
reconnaissance guidance, understanding, 3-30
developing a COA, 4-40–4-45 displacement criteria, C-13
implementing a COA, 4-49– engagement and rehearsal methods, digital terrain
4-51 disengagement criteria, model, 3-51–3-53
overview, 4-29–4-33 C-11–C-12 full-dress, 3-40–3-43
refining and validating COA, freedom of action, C-2 key leader, 3-44–3-46
4-46–4-48 operational tempo, C-7–C-10 map, 3-57–3-58
steps, 4-33–4-51 reconnaissance focus, C-3– network, 3-59–3-61
RDSP, comparing current C-6 sketch-map, 3-54–3-56
situation to the order, 4-34– terrain model, 3-48–3-50
reconnaissance objective,
4-36 defined, C-4 rehearsal types, backbrief, 3-33–
considerations, 4-30 3-34
determining the type of reconnaissance operations, battle drill, 3-37–3-38
decision required, 4-37–4-39 guidance, C-2–C-13 combined arms rehearsal, 3-35
developing a COA, 4-40–4-45 reconnaissance employment, SOP, 3-37–3-38
implementing a COA, 4-49– C-14–C-19 support rehearsal, 3-36
4-51 recovery, aircraft, G-122 relief in place, C-72–C-96
overview, 4-29–4-33 defined, G-101 defined, C-72
refining and validating COA, personnel, H-3–H-6 forward passage of lines,
4-46–4-48 vehicle, G-100–G-115 C-81–C-89
steps, 4-33–4-51 redeployment, J-13–J-15 planning, C-74–C-78
rearward passage of lines, C-90– defined, J-13 preparing, C-79–C-80
C-96 redundancy, defined, 2-341 rearward passage of lines,
defined, C-90 C-90–C-96
refine and validate, and solving
executing, C-96 techniques, C-73
the problem, 4-48
overview, C-90–C-91 repair parts, CL IX, G-75
COA, 4-46
planning, C-92–C-93
COA, mental war game, 4-47 reporting, casualty, G-190
preparing, C-94–C-95
refining threat models, 2-279– resources, J-1–J-15
receipt of mission, MDMP, 2-41–
2-292 conversion factors, J-1
2-51
converting to graphics, 2-282– deployment and redeployment,
alert staff, 2-42
2-285 J-3–J-15
initial assessment, 2-46–2-49
describing, 2-286–2-290 doctrine matrix, J-2
initial planning guidance, 2-50
identifying high-value targets, responsibilities and duties, AMDO,
running estimates, 2-45
2-291–2-292 M-43–M-45
tools, 2-43 –2-44
options, 2-288–2-289 aviation officer, M-46–M-48
WARNORD #1, 2-51

416 ATP 5-0.2-1 07 December 2020

 Index

Entries are by paragraph number.

CBRN, M-52–M-54 defined, 2-268 multiple

chaplain, M-58–M-60 military aspects of weather, partners/organizations, L-17
chief of fires/FSO, M-40–M-42 2-268 risk, L-15–L-16
command sergeant major security operations, C-20–C-23 rules of engagement (ROE),
(CSM), M-8–M-9 area security, C-23 L-20
commander, M-4–M-5 cover, C-23 support governance, L-13–
COS or XO, M-6–M-7 defined, C-20 L-14
engineer, M-49–M-51 forms of security, C-23 staging area, gap crossing, A-50
G-1/S-1, M-14–M-16 fundamentals, C-22
G-2/S-2, M-17–M-19 steps, area defense, execution,
guard, C-23 B-15
G-3/S-3, M-20–M-22 information for commander,
G-4/S-4, M-23–M-24 execution, B-20
C-21 IPB, 2-240
G-5/S-5, M-28–M-30 screen, C-23
G-6/S-6, M-31–M-33 RDSP, 4-33–4-51
G-8/S-8, M-34–M-36 sending unit, liaison risk management, 2-74
G-9/S-9, M-37–M-39 responsibilities, K-10–K-11 supply and resupply, aerial, G-85–
liaison, K-10–K-15 shaping operation, and the DO, G-94
provost marshal, M-55–M-57 2-128 distribution management
SJA, M-61–M-63 defined, 2-128 process, G-46–G-94
SPO, M-25–M-27 short ton, defined, G-18 planning, G-47–G-75
surgeon, M-64–M-66 refueling operations, G-76–
shower and laundry, field G-84
responsiveness, defined, G-2 services, G-136–G-138
restricted target list, targeting supply and resupply planning,
simplicity, defined, G-2 ammunition transfer holding
restrictions, 2-359
situation template, COA point, G-61–G-63
retirement, defined, B-21 development, 2-298–2-301 Cl I Food, G-49–G-50
retrograde, B-21–B-42 defined, 2-298 CL I water, G-51–G-54
defined, B-6 situational understanding, defined, CL II, G-55
delay, B-23–B-25 2-37 CL III (B), G-57
executing, B-42 CL III (P), G-56
SJA, duties and responsibilities,
planning, B-28–B-38 CL IV, G-58
M-61–M-63
preparing, B-39–B-41 CL IX, G-75
reasons for, B-22 Sketch notes, COA analysis, CL V, G-59–G-60
types, B-21 2-174 CL VI, G-64
withdraw, B-26–B-27 sketch-map rehearsal, 3-54–3-56 CL VII, G-70
retrograde of materiel, defined, smoke, planning factors, F-1 CL VIII, G-71–G-74
G-35 SO, defined, 2-128 supply chain and supply trains,
distribution planning, G-35 distribution planning, G-34
SOP rehearsal, 3-37–3-38
reverse planning sequence, air supply control, extreme
assault, A-77 specified task, defined, 2-57 environments, N-25
RIP, defined, C-72 SPO, duties and responsibilities, support area, defined, 2-246
M-25–M-27
risk management, defined, 2-73 support rehearsal, 3-36
steps, 2-74 stability mechanism, defined, L-8
support relationships, NATO, I-4
ROE, defined, G-164 stability operation, L-1–L-20 U.S. Army, I-1–I-3
analysis method, L-11
roles, introduction, command and COA, L-10–L-11 surgeon, duties and
authority, M-1 and direct contact, L-6 responsibilities, M-64–M-66
regulate forces, M-2 authorities, L-18 surveillance, C-24–C-27
roles, medical care, G-171–G-177 considerations, L-1–L-20 defined, C-24
rules, DSCA, L-28 defined, L-2 differences from
end state goals, L-3, L-6 reconnaissance, C-25
rules of engagement, defined, obtaining data, C-26
lines of effort, L-9
G-164
mechanisms, L-8 surveillance and reconnaissance,
Russia, threat equipment, plan, L-9 complement information
intelligence planning factors, primary operations, L-3 collection, C-27
E-2 purpose, L-13–L-20
survivability, defined, G-2
transition, L-5
S troop-to-task analysis, L-10 sustainment, COA analysis,
screen, defined, C-23 2-215–2-218
stability, purpose, authorities, L-18
sea state, data, 2-268 execution, G-7–G-21

07 December 2020 ATP 5-0.2-1 417

Index

Entries are by paragraph number.

health service support, G-167– guidelines, 2-353–2-354 and target acquisition weather
G-201 targeting and the MDMP, decide, software, 2-265
linkup operations, C-107 detect, deliver, assess (D3A), defined, 2-265
planning factors, G-1–G-201 2-364–2-383 military aspects of weather,
sustainment execution, enterprise, 2-265
targeting categories and types,
G-8 2-360–2-363 threat, models, identifying HVT,
theater and below units, G-9– deliberate targeting, 2-361 2-291–2-292
G-21 dynamic targeting, 2-362– objectives, high-value targets
sustainment maintenance, 2-363 (HVT), 2-292
defined, G-97 find, fix, finish, exploit, analyze, reaction to loss, 2-291
disseminate (F3EAD), 2-363 tactics, techniques, and
sustainment planning, desired end procedures (TTP), 2-291
state, G-4 targeting guidance, effects, 2-356
factors considered, G-5 threat characteristics,
targeting restrictions, no-strike list, composition, 2-276–2-277
preparation of the operational 2-358
environment, G-6 identifying characteristics,
restricted target list, 2-359 2-274–278
sustainment planning factors, task, breakout from encirclement, identifying threat forces, 2-278
logistics, G-22–G-138 A-81, A-99
personnel services, G-139– threat COA, intelligence
defined, 2-56 preparation of the battlefield,
G-201 DSCA, L-24 2-295–2-296
sustainment planning factors information collection (IC), situation template, 2-298–
(continued) 2-324 2-301
planning, G-4–G-6 tactical mission, C2, I-5–I-6 threat COA statement, 2-302
principles, G-1–G-3 tasking and directing, information threat equipment, intelligence
sustainment preparation, collection, cueing, 2-341 planning factors, E-2–E-3
optimizing means, 3-11 mixing, 2-341
repositioning sustainment redundancy, 2-341 threat forces, identifying, 2-278
assets, 3-10 techniques, battle damage threat objectives, high-value
resources available, 3-12 assessment and repair (BDAR), targets, 2-292
sustainment preparation of the G-120–G-121 throughput distribution, defined,
operational environment, COA analysis, 2-168–2-171 G-32
defined, G-6 COA comparison, 2-220–2-221 time event chart, intelligence
synchronization matrix, COA movement to contact, A-64 preparation of the battlefield,
analysis, 2-173 relief in place, C-73 2-293–2-294
threat TTP, 2-191
T time phase lines, event template
temperature, extremes, effects of, and matrix, 2-309
tactical assembly area, defined, 2-264
A-50 military aspects of weather, traffic management, gap crossing,
gap crossing, A-50 2-264–2-265 A-27–A-31
tactical mission task, defined, I-5 thermal crossover, 2-265 transitions, focus between
friendly actions, I-6 tempo, operational, and offensive phases, 3-25
planning factors, C2, I-5–I-6 operations, A-3 preparation activities, 3-26
defined, A-3 reviewing, 3-28
tailgate medical support, defined, timing, 3-27
G-173 terminals, distribution, G-31
transportation in theater, convoy
target, defined, 2-349 terrain, managing, 3-15 planning, G-43–G-44
guidance, 2-355–2-359 preparing, 3-16 convoy transportation, G-42
target guidance, clear and simple, effects matrix, 2-256 flatrack and container
2-355 terrain management, defined, management, G-45
desired effects from fires, 3-15 transportation operations,
2-356 terrain mobility classifications, and G-40–G-45
restrictions, 2-357–2-359 modified combined obstacle transportation, defined, G-36
target selection standards, 2-369 overlay, 2-253–2-254 transportation operations, G-36–
targeting, and the MDMP, 2-364 considerations, 2-254 -G-45
combat assessment, 2-384– terrain-model rehearsal, 3-48– deployment and redeployment,
2-390 3-50 G-38–G-39
decide, detect, deliver, assess digital, 3-51–3-53 distribution management
(D3A), 2-351 thermal crossover, and enemy process, G-36–G-45
defined, 2-349 vehicles, 2-265

418 ATP 5-0.2-1 07 December 2020

 Index

Entries are by paragraph number.

transportation in theater, equipment, G-115 weather, analysis, 2-257–2-268

G-40–G-45 planning, G-105–G-106 atmospheric pressure, 2-267
troop-to-task analysis, stability process, G-111–G-114 cloud cover and ceiling, 2-262
operations, L-10 types, G-102–G-104 humidity, 2-266
units involved, G-107–G-110 precipitation, 2-261
types, after action reviews sea state, 2-268
(AARs), 1-33 visibility, begin morning nautical
twilight (BMNT), 2-258 temperature, 2-264
defensive operations, B-6 visibility, 2-258–2-259
gap crossing, A-21 end of evening nautical twilight
(EENT), 2-258 wind, 2-260
offensive operations, A-5
reconnaissance, C-19 low visibility, benefits, 2-258 wind, military aspects of weather,
rehearsal, 3-32–3-38 military aspects of weather, 2-260
retrograde, B-21 2-258–2-259 withdraw, defined
vehicle recovery, G-102– W B-21
G-104 working groups, and battle
war game, COA analysis, 2-170
U rhythms, 2-345
warfighting functions, M2 planning defined, 4-59
unit officers, deployment, J-5 factors, D-1–D-3 echelons, 2-344
V water, CL I, G-51–G-54
X–Z
vehicle recovery, Army water production, purification, and
distribution, field services, XO or CoS, duties and
Maintenance System, G-100– responsibilities, M-6–M-7
G-115 G-127–G-129

07 December 2020 ATP 5-0.2-1 419

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