ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
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Planning 07 December 2020 ATP 5-0.2-1 21 Annex C Unit AO (sketch, overlay, or some other description). Annex L Information collection to initiate. Technique. Another tool that can assist commanders and staffs in understanding a higher headquarter’s OPORD is—within the first 10 minutes of receiving an order from a higher headquarters—the commander can conduct a quick confirmation brief with the staff. Staff members quickly describe major specified or implied tasks (no more than 1–2 minutes per staff section) and constraints or limitations that they think the rest of the staff needs to know before beginning mission analysis. Commanders can also issue their initial guidance and the COS, XO, or lead planner can issue the next couple of key events of the plan to plan. This meeting should last no more than 10 minutes, with 5–7 minutes for staff discussion and 3–5 minutes for issuing commander’s initial guidance. Techniques. The following time-saving techniques for the MDMP come from FM 6-0, Chapter 9. Increase commander's involvement While commanders cannot spend all their time with their planning staffs, the greater the commander's involvement in planning, the faster the staff can plan. In time-constrained conditions, commanders who participate in the planning process can make decisions (such as course of action (COA) selection) without waiting for a detailed briefing from the staff. Limit the number of COAs to develop Limiting the number of COAs that are developed and analyzed can save planning time. If time is extremely limited, a commander can direct that only one COA be developed. In this case, the goal is an acceptable COA that meets mission requirements in the time available. This technique saves the most time. The fastest way to develop a plan is if a commander directs development of one COA with branches against the most likely enemy COA. This technique should only be used, however, when time is severely limited. In these cases, the COA is often intuitive, relying on the commander's experience and judgement. The commander determines which staff officers are essential to assist in COA development. Normally commanders require the intelligence officer, operations officer, plans officer, chief of fires (fire support officer), engineer officer, civil affairs operations officer, information operations officer, military information support operations officer, electromagnetic warfare officer, and COS or XO. Commanders may also include subordinate commanders, if available, either in person or by video teleconference. The team quickly develops a flexible COA that it feels will accomplish the mission. The commander mentally war-games this COA and gives it to the staff to refine. Maximize parallel planning Staffs must use every opportunity to perform parallel planning with higher headquarters and share information with subordinates. Although parallel planning is the norm, maximizing its use in time constrained environments is critical. The importance of WARNORDs increases as available time decreases. A verbal WARNORD now, followed by a written order later, saves more time than a written order one hour from now. When abbreviating the process, the staff issues the same WARNORDs used in the full MDMP. In addition to WARNORDs, units must share all available information with subordinates, especially IPB products, as early as possible. Increase collaborative planning Planning in real time with higher headquarters and subordinates improves the overall planning effort of the organization. Modern information systems and a common operational picture shared electronically can allow collaboration with subordinates from distant locations, increase information sharing, and improve a commander's visualization. Taking advantage of subordinates' input and knowledge of their areas of operations often results in developing better COAs faster.