ATP-3-94-2 HIMARS Deep Operations Download
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Chapter 3 3-8 ATP 3-94.2 1 September 2016 3-33. Deep operations planning is as detailed as time permits and should include completion of written orders. Within time constraints, the commander carefully evaluates capabilities and limitations of the total force and develops a plan that communicates a common vision and synchronizes the action of forces in time, space, and purpose to achieve objectives and accomplish missions. The planning should be highly structured involving the commander, staff, subordinate commanders, and others to develop a fully synchronized plan or order. DEEP-OPERATIONS PLANNING TEAM 3-34. A technique for planning a specific deep operation is to form a deep-operations planning team. This team is formed around the future operations cell and may be augmented by the following staff officers: G-2 planner. G-3 current operations representative. G-3 aviation planner. G-4 planner. G-5 planner. G-6 planner. G-9 planner. Air liaison officer. Naval liaison officer. Collection manager. Electronic warfare officer. Fire support planner. Targeting officer. Air missile defense planner. Special operations officer. Liaison officers (field artillery brigade, combat aviation brigade, others as required). 3-35. The deep-operations planning team is not a permanent or stand-alone organization. It is a temporary grouping of trained and familiar planners that convene to develop a synchronized plan for a specific deep operation. The team disengages after creating the plan and conducting a handover with the G-3 for approval. The G-3 publishes the operations order or fragmentary order and is responsible to manage the final plans-to- operations handover to the current operations integration cell for execution. 3-36. To do deep operations planning is to follow the seven steps of MDMP to incorporate as much detail as the available time, resources, experience, and situation permit. However, the time available to plan, coordinate for various joint capabilities, and prepare for deep operations is often limited. As such, the deep- operations planning team employs the following time-saving techniques when conducting the MDMP: Limit the number of courses of action or the commander could provide a directed course of action. Maximize parallel and collaborative planning with subordinates and supporting units. Exchange liaison officers. 3-37. Deep operations require top-down planning with bottom-up refinement. While the division and corps headquarters are responsible for the overall planning of the operation, subordinate and supporting organizations actively participate in the planning effort. The higher headquarters’ planning staff collaborates with subordinate and supporting units to work out details ranging from reconnaissance insertion locations, routes, SEAD, and engagement area (EA) control. Subordinate and supporting organizations should provide a liaison officer early in the planning process. The liaison establishes and maintains close communication between commands and facilitates a shared understanding and purpose among organizations. Additionally, the liaison informs the gaining headquarters on the sending unit’s current and future missions, disposition, capabilities, and limitations. The liaison acts on behalf of the sending commander to ensure its forces are appropriately tasked, organized, and supported as required.