6-44. The MEB uses its military police (MP) and other assigned security forces to provide area security around friendly CP facilities and critical sites. The corps or division commander assigns the MEB the mission of developing security plans for bases, base clusters, and designated routes within the support area. These plans address unit, base, and convoy defense against Level I threats. These plans address MEB response force operations directed against Level II threats. Areas previously occupied by enemy forces should be cleared if sustainment assets must transit them and other maneuver forces have not done so.

9-35. When analyzing the higher order for specified and implied tasks, the staff also identifies any be-prepared or on-order missions. A be-prepared mission is a mission assigned to a unit that might be executed. Generally a contingency mission, commanders execute it because something planned has or has not been successful. In planning priorities, commanders plan a be-prepared mission after any on-order mission. An on-order mission is a mission to be executed at an unspecified time. A unit with an on-order mission is a committed force. Commanders envision task execution in the concept of operations; however, they may not know the exact time or place of execution. Subordinate commanders develop plans and orders and allocate resources, task-organize, and position forces for execution.

5-4. All large-scale ground combat operations take place within the context of a joint campaign. Understanding the joint structure and doctrine is required to fully understand the role of land forces in the overall campaign. Land operations begin with a mission assigned by a joint force commander to a land component, or from one echelon within the land component to another at the tactical level of warfare. The receipt of a mission starts the process of actually employing land forces.

3-16. Variations of the attack are ambush, counterattack, demonstration, feint, raid, and spoiling attack. The commander’s intent and the mission variables guide which of these variations of attack to employ. Commanders conduct each of these variations, except for a raid, as either a hasty or a deliberate operation.

3-42. An effective way to communicate relevant information is the common operational picture—a single display of relevant information within a commander’s area of interest tailored to the user’s requirements and based on common data and information shared by more than one command (ADRP 6-0). The common operational picture (COP) integrates many digital information systems to display relevant information. Initially, commanders and staffs analyze their mission using operational and mission variables. They begin to develop the COP. Commanders determine their information requirements, and additional information is collected based on those requirements. Commanders and staffs continue to refer to and refine the COP as the situation evolves. They use the COP as a tool for developing knowledge and understanding. Commanders and staffs are obligated to share their understanding of the COP to subordinate and higher commands to facilitate synchronized operations and parallel understanding.

7-228. Subordinate forms of the attack have special purposes and include the ambush, counterattack, demonstration, feint, raid, and spoiling attack. The commander’s intent and the mission variables determine which of these forms of attack commanders employ. Commanders can conduct each of these forms of attack, except for a raid, as either a hasty or a deliberate operation. Chapter 6 discusses the counterattack and spoiling attack, so those tasks are not discussed in this chapter.

5-62. Zone reconnaissance is a form of reconnaissance that involves a directed effort to obtain detailed information on all routes, obstacles, terrain, and enemy forces within a zone defined by boundaries (ADRP 3-90). Obstacles include existing, reinforcing, and areas with CBRN contamination. Commanders assign a zone reconnaissance mission when they need additional information on a zone before committing other forces. It is appropriate when the enemy situation is vague, existing knowledge of the terrain is limited, or combat operations have altered the terrain. A zone reconnaissance may include several route or area reconnaissance missions assigned to subordinate units.

2-122. The role of commanders is to direct and lead from the beginning of planning throughout execution, and continually assess and adjust operations to achieve their intent. Commanders drive the operations process. They understand, visualize, describe, direct, lead, and assess operations in complex, dynamic environments. Throughout operations, commanders, subordinate commanders, staffs, and unified action partners collaborate actively, sharing and questioning information, perceptions, and ideas to better understand situations and make decisions. Commanders encourage disciplined initiative through mission orders and a climate of mutual trust and shared understanding. Guided by their experience, knowledge, education, intelligence, and intuition, commanders apply leadership to translate decisions into action. Commanders synchronize forces and capabilities in time, space, and purpose to accomplish missions.

6-213. Defending forces can become encircled at any time during large-scale combat operations. This is especially true during noncontiguous operations. An encircled force can continue to defend encircled, conduct a breakout, exfiltrate toward other friendly forces, or attack deeper into enemy-controlled territory (see paragraphs 6-223 through 6-224). A commander’s form of maneuver once becoming encircled depends on the senior commander’s intent and the mission variables, including the—

4-70. Command post survivability is vital to mission success and is measured by the capabilities of the threat in the context of the situation. Survivability may be obtained at the price of effectiveness. Depending on the threat, command posts need to remain small and highly mobile—especially at lower echelons. Command posts are easily acquired and targeted when they are concentrated. Considerations for command post survivability include dispersion, size, redundancy, mobility, electronic and thermal signatures, and camouflage and concealment. Additional measures include cover or shielding by terrain features or urban structures. (See ATP 3-37.34 for more information on command post survivability.)

9-78. Commanders issue planning guidance initially after mission analysis. They continue to consider additional guidance throughout the MDMP including, but not limited, to the following:

2-124. Commanders stress the importance of using mission orders as a way of building simple, flexible plans. Mission orders are directives that emphasize to subordinates the results to be attained, not how they are to achieve them (ADP 6-0). Mission orders are not a specific type of order but a reflected style or technique for writing OPLANs, OPORDs, and FRAGORDs. In developing mission orders, commanders focus subordinates on what to do and why to do it without prescribing exactly how to do it. Commanders establish control measures to aid cooperation among forces without imposing needless restrictions on freedom of action.

2-42. Commanders allocate resources to accomplish the mission. Allocating resources requires judgment because resources can be limited. Considerations for prioritizing resources include how to—

1-113. Deploying commanders integrate protection capabilities to ensure mission accomplishment and increase the survivability of deployed Army forces. As with the other attributes, lift constraints and time available may complicate integration of protection capabilities. In many operations, rapid offensive action to seize the initiative may better protect forces than extensive defensive positions around lodgments.

2-5. The mission variables describe the conditions in which commanders and staffs execute the art and science of tactics. An analysis of these mission variables is critical during the military decision-making process. Commanders consider each variable during the operations process. (See ADP 3-0 for additional information on the mission variables.)

1-52. Operational and mission variables are categories of relevant information commanders and staffs use to help build their situational understanding. Commanders and staffs use the eight interrelated operational variables—political, military, economic, social, information, infrastructure, physical environment, and time (known as PMESII-PT)—to help understand an OE. Operational variables are those aspects of an OE, both military and nonmilitary, that may differ from one operational area to another and affect operations.

12-54. Commanders provide certain information as part of the commander’s guidance during the initial mission analysis. They may revise the following information when they select a course of action:

1-53. Upon receipt of a mission, commanders and staffs filter information categorized by the operational variables into relevant information with respect to the mission. They use the mission variables, in combination with the operational variables, to refine their understanding of their situation and to visualize, describe, and direct operations. The mission variables are mission, enemy, terrain and weather, troops and support available, time available, and civil considerations (known as METT-TC). Commanders and staffs view all the mission variables in terms of their impact on mission accomplishment. (See FM 6-0 for a detailed description of the operational and mission variables.)

combat load – The minimum mission-essential equipment and supplies as determined by the commander responsible for carrying out the mission, required for Soldiers to fight and survive immediate combat operations. (FM 4-40)

2-105. The ability to provide general guidance oriented on the purpose of a mission saves time during execution for both commanders and subordinates and maximizes flexibility should conditions change or communication become intermittent. It also minimizes the chances that subordinates will waste resources on tasks no longer relevant to the purpose of a particular operation. The effort put into developing subordinate leaders and their teams saves critical time in combat and allows commanders to assume more tactical risk when the situation is unclear and communication is intermittent.