ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
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Chapter 2 18 ATP 5-0.2-1 07 December 2020 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. 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. 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 “what” Deduction “so what” Conclusion “recommendation” Currently have 200,000 gallons of fuel on hand for the brigade. The brigade is able to maneuver for only an additional 24 hours. • Request from higher headquarters an 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.