ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
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Planning 07 December 2020 ATP 5-0.2-1 27 Likely—occurs several times. Questionable—unlikely, but could occur at some time. Unlikely—can assume it will not occur. 2-71. Military risk (consequence) may be— High—unable to achieve critical objectives. Significant—achieve only the most critical objectives. Moderate—partially achieve all objectives. Low—fully achieve all objectives. 2-72. Planners and commanders must be able to explain risk to both military commanders and civilian leadership as necessary. Since military risk is often a matter of perspective and personal experience, commanders must be able to describe the sources of risk, how they characterized these risks, and how they evaluated the probability of accomplishing objectives. 2-73. Risk management is the process to identify, assess, and control risks and make decisions that balance risk cost with mission benefits (JP 3-0). During mission analysis, the commander and staff focus on identifying and assessing operational hazards. Developing specific control measures to mitigate those hazards occurs during COA development. 2-74. Risk management consists of the following steps: Identify hazards. Assess hazards. Develop controls. Implement controls. Supervise and evaluate. Note. Planners are usually comfortable in identifying risk to force, but they need to focus on identifying risk to mission. Step 2.8. Develop Initial Commander's Critical Information Requirements and Essential Elements of Friendly Information 2-75. Mission analysis, to include IPB, identifies gaps in information required for further planning and decision making. During mission analysis, the staff develops information requirements (IRs). Certain information requirements are of such importance to the commander that staffs nominate them to the commander to become a commander's critical information requirement (CCIR). 2-76. A commander's critical information requirement is an information requirement identified by the commander as being critical to facilitating timely decision making (JP 3-0). The two key elements of CCIR are friendly force information requirements (FFIRs) and PIRs. A CCIR is— Specified by a commander for a specific operation. Applicable only to the commander who specifies it. Situation dependent-directly linked to a current or future mission. Time-sensitive. 2-77. Commanders consider staff input when determining their CCIRs. Commanders continuously review CCIRs during the planning process and adjust them as situations change. The initial CCIRs developed during mission analysis normally focus on decisions a commander needs to make to focus planning. Once the commander selects a COA, the CCIRs shift to information the commander needs in order to make decisions during preparation and execution. Commanders designate CCIRs to inform the staff and subordinates of information they deem essential to making decisions. Typically, commanders identify ten or fewer CCIRs; minimizing the number of CCIRs assists in prioritizing the allocation of limited resources. 2-78. A priority intelligence requirement is an intelligence requirement that the commander and staff need to understand the threat and other aspects of the operational environment (JP 2-01). PIRs identify