ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
Page 38 of 440
Chapter 2 22 ATP 5-0.2-1 07 December 2020 STEP 2. MISSION ANALYSIS 2-52. The MDMP continues with an assessment of the situation called mission analysis. Mission analysis helps commanders and staffs understand the situation and mission. The situation (paragraph 1 of the OPORD) includes describing the current status of enemy forces, friendly forces, and the terrain and effects for the assigned mission. It also examines the assigned task and purpose and defines the problem the unit has been directed to solve. With this improved understanding, commanders provide guidance for further planning. All mission analysis substeps must be performed, although not sequentially, and all substeps must be completed before moving to Step 3, COA development. Figure 2-3 depicts the purpose, inputs, processes, and outputs of mission analysis. Time saving techniques (continued) Use liaison officers Liaison officers assigned to higher headquarters and unified action partners' headquarters allow commanders to have representation in their higher headquarters' planning session. These officers assist in passing timely information to their parent headquarters and directly to the commander. Effective liaison officers have the commander's full confidence and the necessary rank and experience for the mission. Commanders may elect to use a single individual or a liaison team. As representatives, liaison officers must— Understand how their commander thinks and interpret verbal and written guidance. Convey their commander's intent, planning guidance, mission, and concept of operations. Represent their commander's position. Know the unit's mission; tactics, techniques, and procedures; organization; capabilities; and communications equipment. Observe the established channels of command and staff functions. Be trained in their functional responsibilities. Be tactful. Possess the necessary language expertise.