ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
Page 35 of 440
Planning 07 December 2020 ATP 5-0.2-1 19 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. 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 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 The MDMP step Overall time allocation Refined time allocation Receipt of mission 50% 30-35% Mission analysis COA development 15-20% COA analysis 50% 30-35% COA comparison COA approval Orders production 15-20% See table I-10 on page 325 for generic planning timelines.