ATP-3-09-24 The Field Artillery Brigade Download
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Operations and Integrating Processes 30 March 2022 ATP 3-09.24 3-9 synchronization process lets FAB leaders avoid the time-consuming requirements of developing decision criteria and comparing courses of action. Under the rapid decision making and synchronization process, leaders combine their experience and intuition with situational awareness to quickly reach situational understanding. Based on this, they develop and refine workable courses of action. 3-37. The rapid decision making and synchronization process includes: Compare the current situation to the order. Determine that a decision, and what type, is required. Develop a response. Refine and validate the COA. Implement. 3-38. After the analysis is complete, staff members begin synchronization needed to implement the decision. This synchronization involves collaboration with other staff cells and subordinate staffs and among commanders. Once the decision on the COA is made, the FAB current operations cell issues a fragmentary order written or verbal directing the implementing actions. If time permits, another control mechanism is to verify if subordinates understand critical tasks. Methods for doing this include the confirmation brief and backbrief. This is done both between commanders and within staff elements to ensure mutual understanding. ASSESSMENT 3-39. Assessment is the determination of the progress toward accomplishing a task, creating a condition, or achieving an objective (JP 3-0). Assessment helps the FAB commander and the staff to adjust operations and resources as required, determine when to execute branches and sequels, and make other critical decisions to ensure current and future operations remain with the mission and desired end state. Assessment criteria include: A measure of effectiveness is an indicator used to measure a current system state, with change indicated by comparing multiple observations over time. (JP 5-0). Measures of effectiveness are criteria that determine whether the FAB is doing the right things or are additional or alternative FAB actions required. A measure of performance is an indicator used to measure a friendly action that is tied to measuring task accomplishment (JP 5-0). Measures of performance are criteria that determine whether the FAB is doing things right-for instance a measure of performance might ask "were the FAB's weapons employed as intended on the planned target, and did the expected physical or functional damage occur?" 3-40. The FAB commander and staff determine measures of effectiveness and measures of performance during planning. They consider measures of effectiveness and measures of performance as early as mission analysis, and include them and related guidance in commander and running estimates. The FAB S-3 and S- 2 have overall responsibility for conducting FAB assessment activities. For more on assessment see FM 3- 09, ATP 3-60, JP 2-0, JP 3-0, JP 3-09, and JP 3-60. TARGETING 3-41. Targeting is the process of selecting and prioritizing targets and matching the appropriate response to them, considering operational requirements and capabilities (JP 3-0). The FAB does not conduct a separate targeting process, it participates in the division, corps, or JTF targeting process. The targeting functions consist of decide, detect, deliver and assess. For more information on targeting see ATP 3-60. INFORMATION COLLECTION OPERATIONS 3-42. The FAB lacks the capability to conduct either surveillance or reconnaissance activities and relies on information from the higher or supported HQ. If surveillance or reconnaissance assets are provided to and controlled by the FAB, the FAB employs those assets in accordance with doctrine found in publications such as ATP 2-19.4. The commander integrates surveillance and reconnaissance assets (if available) with WLR