ATP-5-0-2-1 Staff Reference Guide Volume 1 Download

Planning 07 December 2020 ATP 5-0.2-1 45  Is it suitable? Does it solve the problem and is it legal and ethical?  Is it distinguishable? Does it differ significantly from other solutions?  Is it complete? Does it contain the critical aspects of solving the problem from start to finish? A useful pneumonic to remember these criteria is "FAS-DC". Step 3.4. Refine the Concept 2-140. With the initial actions for a COA now feasible and complete, consider all warfighting functions to ensure unity of action required to achieve mission success. When developing a COA, the movement and maneuver warfighting function is typically the dominate aspect of the COA. The other warfighting functions support movement and maneuver to ensure feasibility. Part of this process is drawing graphic control measures on the sketch to enhance understanding of the COA. Be careful not to clutter the sketch to the point where clarity is reduced. Table 2-13 shows substeps for Step 3.4, refine the concept. Table 2-13. Substeps for Step 3.4, Refine the concept Substeps of refine the concept Step 3.4, refine the concept Determine intelligence actions to support COA Determine fire actions to support COA Determine protection actions to support COA Determine command and control actions to support COA Add graphic control measures as required Identify potential decision points Note. Placing all relevant information on a sketch while ensuring the COA remains clear and understandable creates constant tension. A good method for resolving this is to place on a sketch only graphic control measures that will be referenced in the COA statement. 2-141. Once all warfighting functions have refined the COA, the staff can identify potential decisions and capture those on a DSM and DST (see paragraphs 2-148 through 2-155 for more detail on DST and DSM). The staff does not have to wait until this substep to capture decisions because decisions can be identified throughout the process. However, this substep provides an additional opportunity to conduct a quick review and ensure all decisions are identified and captured. Step 3.5. Assign Headquarters 2-142. After refining a concept, planners create a task organization by assigning headquarters to groupings of forces. They consider the types of units to be assigned to a headquarters and the ability of that headquarters to control those units. Generally, a headquarters controls two to five subordinate maneuver units for large-scale combat operations (LSCO). If planners need additional headquarters, create a task force headquarters and create options for the commander to approve on how to fill that command and control element. Task organization takes into account an entire operational organization. It also accounts for special command requirements for operations, such as a passage of lines or an air assault. Ensure all available headquarters are accounted for in this substep. Table 2-14 shows substeps for Step 3.5, Assign headquarters. Table 2-14. Substeps of Step 3.5, Assign headquarters Substeps of assign headquarters Step 3.5, Assign headquarters Assign headquarters Add final graphic control measures 2-143. Add final graphic control measures (usually boundaries) once headquarters are assigned. Ensure all required graphic control measures are on the sketch as a final check.