3-18. Mission variables describe characteristics of the area of operations, focusing on how they might affect a mission. Incorporating the analysis of the operational variables into the mission variables ensures Army leaders consider the best available relevant information about conditions that pertain to the mission. Using the operational variables as a source of relevant information for the mission variables allows commanders to refine their situational understanding of their operational environment and to visualize, describe, direct, lead and assess operations. Table 3-2 provides a brief description of each of the mission variables. (See FM 6-0 for detailed discussion of the operational and mission variables.)

5-6. Planning begins with an analysis and understanding of a specific operational environment filtered through the specific mission, which in turn determines which information elements of the operational variables are carried over and filtered by the mission variables for analysis. A thorough understanding of an operational environment and assigned mission enables the commander and staff to envision a desired end state and broad approach to achieve that end state using the elements of operational art. Through operational art and the principles of joint operations, commanders understand, visualize, and describe the integration and synchronization of the elements of combat power to achieve objectives, attain end state conditions in broad terms, determine an operational approach, and describe their commander’s intent and guidance. Commanders selectively use these tools in any operation. However, the tools’ broadest application applies to long-term operations. The operational approach is determined in part by the combat power available to the commander. It tells the commander what is the potential that can be translated into effects or actions. It is a measure of the total capacity the commander has at his or her disposal. The critical issue here is always to know if the combat power available is adequate to accomplish assigned missions. This is the conceptual stage of planning.

3-67. The load that Soldiers carry is an important planning consideration. How much Soldiers carry, how far, and in what configuration are critical mission considerations requiring command emphasis and inspection. Historical experience and research show that Soldiers can carry 30 percent of their body weight and retain much of their agility, stamina, alertness, and mobility. At times conditions dictate that a Soldier’s load must exceed this recommended weight. Effective commanders and subordinate leaders account for how excess weight influences the effectiveness of their units and adjust planning accordingly.

1-36. Distribution is the operational process of synchronizing all elements of the logistics system to deliver the “right things” to the “right place” at the “right time” to support the geographic combatant commander (JP 4-0). It delivers the right quantity as determined by logisticians in synchronization with operational commanders and mission. Distribution is more than physical distribution of materiel; it also includes synchronizing the functions of warehousing, inventory control, outbound transportation, materials handling, packaging, communications, and services such as maintenance.

4-23. Commanders assign subordinates to battle positions in situations when friendly forces need to retain a greater degree of control than that provided through only using an AO. This greater degree of control occurs because a commander controls maneuver outside the general location of the battle position. Multiple battle positions may be assigned to a single unit, which allows that unit to maneuver between battle positions. Commanders specify mission and engagement criteria to the unit assigned to a battle position. Security, supporting artillery, and sustainment forces typically operate outside a unit’s battle position. Units occupying a battle position do not automatically have all the doctrinal responsibilities associated with being assigned an AO.

9-186. Commanders include the risk they are willing to accept in the final planning guidance. If there is time, commanders use a video teleconference to discuss acceptable risk with adjacent, subordinate, and senior commanders. However, commanders still obtain the higher commander’s approval to accept any risk that might imperil accomplishing the higher commander’s mission.

2-181. While not a CP, commanders form a command group to assist them in controlling operations when they are not located at a CP. A command group consists of the commander and selected staff members who assist the commander in controlling operations away from a command post (FM 6-0). Command group personnel include staff representation that can immediately affect current operations, such as maneuver, fires (including the air liaison officer), and intelligence. The mission dictates the command group’s makeup. For example, during a deliberate breach, the command group may include an engineer officer, a fire support officer, and an air defense officer. When visiting a dislocated civilian collection point, the commander may take a translator, CA operations officer, a medical officer, an MP, and a chaplain.

2-35. The U.S. Army Contracting Command is a major subordinate command within the USAMC. It provides expeditionary contracting and contract administration to deployed Army forces through its subordinate contract support brigades (CSB), and systems contracting support to Army program executive officers and program managers, including the LOGCAP executive director as well as expeditionary contract administration. It also provides contracting support supplies, services, and minor construction to garrison operations through its subordinate command: the Mission and Installation Contracting Command CONUS and the U.S. Army Contracting Command, Deputy Commanding General for outside the continental United States (OCONUS) Operations for forward CSBs. In addition, the U.S. Army Contracting Command provides OCONUS reach back contracting support from its CONUS based contracting centers. U.S. Army Contracting Command CSBs, contracting battalions, and contracting teams also perform the contingency contract administration services mission during expeditionary force operations. See ATP 4-92 for additional information.

3-53. All units conducting offensive operations should expect to operate in a contested and degraded communications environment. Degradation may arise from environmental circumstances, enemy action directed against friendly communications and information systems, or malfunctions. A degraded communications environment may be permanent or temporary. The use of mission orders and commander’s intent is critical to remaining effective in a degraded communications environment, regardless of the source of the degradation. (See FM 6-02 for more information on how units receive signal support.)

2-36. If required, the division headquarters provides airspace control to support multinational forces under the operational control of the division. If these forces lack airspace control capabilities, they require assistance from the division airspace element. They receive support similar to Army functional brigades working directly for the division. Airspace elements provide airspace control subject matter expertise for planning. Airspace planning focuses on near-real-time airspace control during a mission and provides commanders flexibility while reducing risk.

2-44. The U.S. Army Human Resources Command is the U.S. Army’s manning enterprise that sets conditions for the Army by distributing personnel in accordance with Army priorities and readiness objectives to build and preserve the highest levels of unit and service-level readiness. This direct reporting unit is the functional proponent of the G-1 for military personnel management (except for the judge advocate general and the chaplain branches). The U.S. Army Human Resources Command also supports the Director, Army National Guard and the Chief, Army Reserve, in their management of the Selected Reserve. The U.S. Army Human Resources Command’s mission is to execute career management of personnel in order to optimize Army personnel readiness, enable leader development, and strengthen an agile and versatile Army that can shape the operational environment, prevent conflict, and prevail in large-scale combat operations. See JP 1-0 and FM 1-0 for additional information.

7-12. Commanders consider the mission variables when designating objectives. Special considerations should be given to the enemy’s dispositions in depth and the combat effectiveness of subordinate units. Commanders can determine the scheme of maneuver, allocation of available forces, scheme of fires, maneuver support, and scheme of sustainment only after selecting objectives. Commanders also consider the shaping of the AO when the mission transitions from a focus on the offense to the consolidation of gains. For example, targeting an electrical power station for destruction in the offense should be weighed against the need for power when conducting stability tasks during the consolidation of gains.

4-43. Important command and control principles include mission orders, disciplined initiative, and commander’s intent. Mission orders are the commander’s directives that emphasize the results to be attained, not how they are to be achieved. Disciplined initiative is action in the absence of orders to react to the enemy’s unforeseen actions, a new or more serious threat, or an opportunity that offers a greater chance of success than the original COA. Commanders rely on their subordinates to take their own initiative to adjust to the new situation and achieve their commander’s intent. The commander’s intent defines the limits within which subordinates may exercise their initiative. It gives subordinates the confidence to apply their judgment in ambiguous situations because they know the mission’s purpose, key tasks, and desired end state.

1-58. Using mission orders does not mean commanders do not supervise subordinates during operations. Subordinates are accountable to their commanders for the use of delegated authority, but commanders remain solely responsible and accountable for the actions over which subordinates exercise delegated authority. Thus, commanders have the responsibility to check on their subordinates and provide directions and guidance as required to focus their activities. Commanders should emphasize mission orders during training when actual consequences are low, allowing subordinates to develop their own solutions to problems, and intervening only when necessary to avoid a serious problem. This is valuable both for subordinates to gain experience in problem solving and confidence in exercising initiative and for commanders to develop an understanding of the capabilities of subordinates.

9-71. A comprehensive mission analysis briefing helps the commander, staff, subordinates, and other partners develop a shared understanding of the requirements of the upcoming operation. Time permitting, the staff briefs the commander on its mission analysis using the following outline:

disengage – A tactical mission task where a commander has the unit break contact with the enemy to allow the conduct of another mission or to avoid decisive engagement. (FM 3-90-1) See also decisive engagement, tactical mission task.

exfiltrate – A tactical mission task where a commander removes Soldiers or units from areas under enemy control by stealth, deception, surprise, or clandestine means. (FM 3-90-1)

fix – A tactical mission task where a commander prevents the enemy from moving any part of that force from a specific location for a specific period. Fix is also an obstacle effect that focuses fire planning and obstacle effort to slow an attacker’s movement within a specified area, normally an engagement area. (FM 3-90-1) See also block, contain, disrupt, support by fire, tactical mission task, turn.

interdict – A tactical mission task where the commander prevents, disrupts, or delays the enemy’s use of an area or route. (FM 3-90-1) See also delay, disrupt, tactical mission task.

2-60. Commanders consider their position in relation to the forces they command and the mission. Their location can have important consequences, not only for the command but also for executing operations. The command and control system helps commanders position themselves forward without losing access to the information and analysis available from their command posts.