ATP-5-0-2-1 Staff Reference Guide Volume 1 Download
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Assessing 07 December 2020 ATP 5-0.2-1 3 commander's intent, mission, and concept of operations. In their running estimates, staff sections use this new information and these updated facts and assumptions as the basis for evaluation. EVALUATING 1-15. Staffs analyze relevant information collected through monitoring to evaluate an operation's progress. Evaluation is using indicators to judge progress toward desired conditions and determining why the current degree of progress exists. Evaluating is the heart of the assessment process, where most analysis occurs. By evaluating, commanders determine what is working, what is not working, and how to better accomplish the mission. 1-16. An indicator, in the context of assessment, is a specific piece of information that infers the condition, state, or existence of something, and provides a reliable means to ascertain performance or effectiveness (JP 5-0). Indicators should be— Relevant—bear a direct relationship to a task, effect, object, or end state condition. Observable—collectable such that changes can be detected and measured or evaluated. Responsive—signify changes in the OE timely enough to enable effective decision making. Resourced—allocate collection assets and staff resources to observe and evaluate. 1-17. The two types of indicators commonly used in assessment include measures of performance and measures of effectiveness. A measure of performance is an indicator used to measure a friendly action that is tied to measuring task accomplishment. Also called MOP (JP 5-0). MOPs help answer questions such as "Was the action taken?" or "Were the tasks completed to standard?" A MOP confirms or denies proper task performance. MOPs help to answer the question, "Are we doing things right?" 1-18. At the basic level, every Soldier assigned a task maintains a formal or informal checklist to track task completion. The status of those tasks and subtasks are MOPs. Similarly, operations comprise a series of collective tasks sequenced in time, space, and purpose to accomplish missions. Current operations integration cells use MOPs in execution matrices and running estimates to track completed tasks. Staffs use MOPs as a primary element of battle tracking. MOPs focus on the friendly force. Evaluating task accomplishment using MOPs is relatively straightforward and often results in a "yes" or "no" answer. 1-19. A measure of effectiveness is an indicator used to measure a current system state, with change indicated by comparing multiple observations over time. Also called MOE (JP 5-0). MOEs assess changes in system behavior, capability, or operational environment that are tied to measuring the attainment of an end state, achievement of an objective, or creation of an effect. MOEs help measure changes in conditions, both positive and negative. MOEs help to answer the question, "Are we doing the right things?" 1-20. Evaluating includes analyzing why progress is or is not being made. Commanders and staffs propose and consider possible causes. In particular, they address the question of whether or not changes in the situation can be attributed to friendly actions. Commanders and staffs consult subject matter experts, both internal and external to their unit, on whether they have identified the correct underlying causes for specific changes in the situation. Subject matter experts can also help evaluate the assumptions identified in the planning process by either turning the assumptions into facts or having them removed. 1-21. Evaluating also includes considering whether the desired conditions have changed, are no longer achievable, or are unachievable through the current operational approach. Staffs evaluate by continually challenging the key assumptions made when framing the problem. At any point, the staff may invalidate an assumption, which requires them to revisit their initial assessment. RECOMMENDING OR DIRECTING ACTION 1-22. Monitoring and evaluating are critical activities; however, assessment is incomplete without recommending or directing action. Assessment may diagnose problems, but unless the assessment results in recommended adjustments, its use to the commander is limited. Ideally, recommendations highlight ways to improve the effectiveness of operations and plans and are considered in all decisions. Recommended actions can include— Update, change, add, or remove assumptions.