932 Results for "mission command"

Filter by FM 3-0 OPERATIONS ADP 1 THE ARMY ADP 3-0 OPERATIONS ADP 4-0 SUSTAINMENT ADP 5-0 THE OPERATIONS PROCESS ADP 6-0 MISSION COMMAND: COMMAND AND CONTROL OF ARMY FORCES ADP 1-01 DOCTRINE PRIMER

ADP 3-90

4-54. Depending on the mission variables, units can conduct survivability moves between their primary, alternate, and supplementary positions. A survivability move is a move that involves rapidly displacing a unit, command post, or facility in response to direct and indirect fires, the approach of a threat or as a proactive measure based on intelligence, meteorological data, and risk assessment of enemy capabilities and intentions. A survivability move includes those movements based on the impending employment of weapons of mass destruction.

FM 3-0

2-79. The MEB is a multifunctional headquarters designed to perform support area and maneuver support operations for the echelon it supports. Higher echelon commanders base the MEB’s task-organization on identified mission requirements for the echelon it is supporting. The MEB can perform MP, engineer, and CBRN missions simultaneously in addition to all of the doctrinal responsibilities associated with being assigned an AO. In addition, the MEB has the following responsibilities within an assigned support area:

FM 3-0

6-135. A division commander normally assigns a reinforced BCT to conduct a division covering force battle in the absence of a corps covering force. A division-controlled covering force allows a division to seize the initiative from an attacking enemy force. The size and composition of the covering force depends on its mission, the enemy, the terrain, and forces available. These mission variables take on added significance and complexity, depending on the enemy course of action. The depth and width of the AO comprising the forward security area and the time required to prepare the MBA greatly influence covering force operations as well.

FM 6-22

3-140. Leaders contribute substantially to the unit’s mission success or lack of success. Therefore, the Army devotes considerable resources to foster leader development during exercises. Leader development is an important duty of supervisory leaders and the leader’s chain-of-command. Their responsibility is to provide leaders with accurate observations of their abilities and the effects on unit performance. Providing leadership feedback is a difficult, yet essential, part of training exercises. Without it, the assessment of an important contributor to a unit’s mission accomplishment, namely its leadership, is left undone.

ADP 5-0

2-106. The concept of operations is a statement that directs the manner in which subordinate units cooperate to accomplish the mission and establishes the sequence of actions the force will use to achieve the end state. The concept of operations describes how the commander sees the actions of subordinate units fitting together to accomplish the mission. At a minimum, it includes a scheme of maneuver and scheme of fires. Where the commander’s intent focuses on the end state, the concept of operations focuses on the method by which the operation uses and synchronizes the warfighting functions to translate the vision and end state into action.

ADP 5-0

4-36. The RDSP is a decision-making and planning technique that commanders and staffs commonly use during execution. While the MDMP seeks the optimal solution, the RDSP seeks a timely and effective solution within the commander’s intent, mission, and concept of operations. Using the RDSP lets leaders avoid the time-consuming requirements of developing decision criteria and multiple COAs. Under the RDSP, leaders combine their experiences and intuition to quickly understand the situation, develop a viable option, and direct adjustments to the current order. When using this technique, the following considerations apply:

ADP 3-07

2-12. Consolidate gains is not a mission. It is an Army strategic role defined by the purpose of the tasks necessary to achieve enduring political outcomes to military operations and, as such, represents a capability that Army forces provide to the joint force commander.

ADP 3-37

5-5. Decisive action begins with the commander’s intent and concept of operations. As a single, unifying idea, decisive action provides direction for the entire operation. Based on a specific idea of how to accomplish the mission, commanders and staffs refine the concept of operations during planning and determine the proper allocation of resources and tasks. Leaders must have a situational understanding in simultaneous operations due to the diversity of threats, the proximity to civilians, and the impact of information during operations. The changing nature of operations may require a surge of certain capabilities, such as protection, to effectively link decisive operations to shaping or stabilizing activities in the AO. In other operations, the threat may be less discernible, unlikely to mass, and immune to the center of gravity analysis, which requires a constant and continuous protection effort or presence.

ADP 3-28

3-34. Joint Task Force-Alaska, headquartered at Elmendorf Air Force Base, is a subordinate command of USNORTHCOM. Joint Task Force-Alaska's mission is to deter, detect, prevent and defeat threats within the Alaska joint operations area to protect U.S. territory, citizens, and interests, and as directed, conduct DSCA. Within its operational area, Joint Task Force-Alaska plans and integrates DOD homeland defense efforts and provides DSCA to civilian agencies such as FEMA.

ADP 3-90

3-122. If a commander determines that it is necessary to stop an offensive operation and conduct a retrograde, subordinate units may conduct an area defense from their current locations until their activities can be synchronized to conduct the retrograde operation. The amount of effort expended in establishing an area defense depends on the prevailing mission variables.

ADP 4-0

1-43. The resource management mission, accomplished by a battalion or brigade finance officer (S-8)/assistant chief of staff, finance/finance directorate of joint staff personnel, is to analyze resource requirements and ensure commanders are aware of existing resource implications. This allows commanders to make resource informed decisions, and obtain the necessary funding that allows them to accomplish their mission. Resource management is the critical capability within the financial management competency that matches legal and appropriate sources of funds with thoroughly vetted and validated requirements. Key resource management tasks are providing advice and recommendations to the commander, identifying sources of funds, forecasting, capturing, analyzing and managing costs; acquiring funds, distributing and controlling funds; tracking costs and obligations; establishing and managing reimbursement processes; and establishing and managing the Army’s Managers’ Internal Control Program.

ADP 5-0

4-23. In execution, the staff—primarily through the current operations integration cell—integrates forces and warfighting functions to accomplish the mission. The current operations integration cell is the integrating cell in the command post with primary responsibility for coordinating and directing execution. Staff members in the current operations integration cell actively assist the commander and subordinate units in controlling the current operation. They provide information, synchronize staff and subordinate unit or echelon activities, and coordinate support requests from subordinates. The current operations integration cell solves problems and acts within the authority delegated by the commander. It also performs some short-range planning using the rapid decision-making and synchronization process. (See paragraph 4-36 for a discussion beginning on the rapid decision-making and synchronization process.)

FM 6-0

9-30. IPB is the systematic process of analyzing the mission variables of enemy, terrain, weather, and civil considerations in an area of interest to determine their effect on operations. The IPB process identifies critical gaps in the commander’s knowledge of an operational environment. As a part of the initial planning guidance, commanders use these gaps as a guide to establish their initial intelligence requirements. IPB products enable the commander to assess facts about the operational environment and make assumptions about how friendly and threat forces will interact in the operational environment. The description of the operational environment’s effects identifies constraints on potential friendly COAs. It also identifies key aspects of the operational environment, such as avenues of approach, engagement areas, and landing zones, which the staff integrates into potential friendly COAs and their running estimates. For mission analysis, the intelligence staff, along with the other staff elements, will use IPB to develop detailed threat COA models, which depict a COA available to the threat. The threat COA models provide a basis for formulating friendly COAs and completing the intelligence estimate.

ADP 3-28

4-102. Aviation unit commanders must review current instructions for operating in or near a contaminated area. A helicopter is almost impossible to decontaminate completely once exposed to hazardous agents or radiation. Aircraft generally should avoid flying near contaminated areas, if possible. If the mission requires exposing the aircraft and crew to hazardous materials, the aviation unit must establish protective procedures for immediate decontamination, and train the air crew in protective measures.

ADP 3-90

3-64. A movement formation is an ordered arrangement of forces for a specific purpose and describes the general configuration of a unit on the ground. Commanders can use seven different movement formations depending on the mission variables: column, line, echelon (left or right), box, diamond, wedge, and vee. Terrain characteristics and visibility determine the actual arrangement and location of the unit’s personnel and vehicles within a given formation. (FM 3-90-1 describes these combat formations.)

FM 3-0

6-16. The defense concept requires that units in defensive positions accomplish their mission independently or in combination by defeating the enemy by fire, absorbing the strength of the attack within the position, or destroying the enemy with a local or major counterattack. Commanders combine the advantages of fighting from prepared positions, obstacles, planned fires, and counterattacks to isolate and overwhelm selected enemy formations. Commanders must be prepared to rapidly shift the nature and location of their main efforts, repositioning units to mass fires against the attacker to prevent breakthroughs or preserve the integrity of the defense.

ADP 6-0

1-54. A mission order is not a separate type of order; rather, it is a technique for writing orders that allows subordinates maximum freedom of action in accomplishing missions. Mission orders should succinctly state the mission, task organization, commander’s intent and concept of operations, tasks to subordinate units, and minimum essential coordinating instructions. Tasks to subordinate units include all the standard elements (who, what, when, where, and why) with particular emphasis on the purpose (why).

ADP 3-37

4-18. Subworking groups feed information to the protection working group and incorporate elements from other warfighting functions. Commanders augment the working groups with other unit specialties and unified action partners, depending on the OE and the unit mission. The lead for each working group determines the agenda, meeting frequency, composition, input, and expected output. Ultimately, the output from the working groups helps refine protection priorities, protection running estimates, assessments, EEFI, and the scheme of protection.

FM 6-0

2-14. Staff officers are flexible. They avoid becoming overwhelmed or frustrated by changing requirements and priorities. Commanders may change their minds or redirect the command after receiving additional information or a new mission and may not inform the staff of the reason for a change. Staff officers remain flexible and adjust to any changes. They set priorities when there are more tasks to accomplish than time allows. They learn to manage multiple commitments simultaneously.

ADP 3-19

1-34. Planners combine sensors, shooters, munitions, command and control systems, and personnel into organizations designed to employ fires to accomplish specific mission sets from strategic- to tactical-level. This includes tailoring forces for task organization and contingency planning. Contingency planning is an ongoing effort that begins at home station and is modified as required until the contingency becomes an operation. Contingency planning also requires leaders and forces to interact with and advise allied and friendly military partners to integrate capabilities for fires, protection, improving information exchange and intelligence sharing. This provides U.S. forces with peacetime and contingency access, and the ability to mitigate conditions that could lead to a crisis.