ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
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07 December 2020 ATP 5-0.2-1 9 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