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Lesson 1
CONDUCT INITIAL PLANNING
The task taught in this lesson is performed by a company commander. It consists of:
Identifying doctrinal considerations
Planning the use of available time
Completing a warning order
Selecting reconnaissance personnel.
Task: Conduct initial planning.
Condition: Given a tactical situation, a map pertaining to the simulated tactical situation, a battalion operation order, and a worksheet designed to test your ability to develop input for a warning order.
Standard: The initial planning should include a plan for the use of available time, a completed warning order worksheet which includes addressees, nature and time of the operation, appropriate special instructions to subordinates, and the time and place for issuance of the complete operation order as well as who is to attend, and a selection of appropriate reconnaissance personnel.
Exercise 1: IDENTIFYING DOCTRINAL CONSIDERATIONS
Application of Doctrinal Considerations
To ensure that initial planning is conducted to accomplish the objective of an infantry company offensive operation, specific Army doctrine has been established. To conduct initial planning, you, as commander, must take into account those considerations that apply to planning the use of available time, issuing a warning order, and selecting reconnaissance personnel.
Read now, for a detailed explanation of doctrinal considerations applicable to offensive operations, pages 3-13 through 3-21 and pages B-3 through B-5 of FM 7-20.
The commander's concept of the operation is essential to the initial planning which must occur. He evaluates all available information in order to come up with his best plan of attack. He continually refines and updates this concept as additional information becomes available. When he receives his mission, the overall picture materializes and he begins to visualize the entire employment and the interactions of supporting units.
The considerations he applies to the operation include the mission, the capabilities of the enemy, terrain and weather, the troops available, and time and space. These factors are known as METT and are applied continuously through the operation.
The orderly development of the concept of the mission is through the estimate of the specific situation. Again, the factors of METT are considered, as well as what the commander's options are as far as his possible courses of action.
Plans and Orders
Obviously, plans and orders express the commander's concept of the operation. Time plays an important role, however, in the actual planning, coordination, and issuance of orders.
If the commander and his staff have a great deal of time before the mission is to begin, written orders will be issued. If the time before the mission is little, then oral or abbreviated orders may be issued. Whatever the case, the one-third guideline is applicable. That is, use one-third of the time between the mission and when you receive the order for your own planning, allow subordinates the other two-thirds for their own planning purposes.
Operation Orders (OPORD's) are detailed, five-paragraph explanations of the mission and of how and by whom it is to be executed. These are originated at the battalion level. Fragmentary Orders (FRAGO's) are of immediate concern to the subordinate levels. They are usually oral and contain information critical to the executive of the mission, specific to each subordinate unit.
Troop Leading
The troop leading process should be the automatic thought process of the company commander. This process includes the following steps:
Receive the Mission
Issue the Warning Order
Make a Tentative Plan
Initiate Necessary Movement
Reconnoiter
Complete the Plan
Issue Orders
Supervise and Refine
Now that you've read the extract pages of FM 7-20 and have completed the instructional material of this exercise, let's see what you've learned.
Proceed to Practical Exercise 1 and begin.
Exercise 2: PLANNING THE USE OF AVAILABLE TIME
Use Planning Time Effectively
In the first exercise you learned about the one-third rule for planning. During that time period which represents your time to plan, there are several events which must take place:
Determine the tactical and technical requirements of the mission
Determine a planning schedule
Use reverse planning.
At this time review pages B-4 and B-5 from Appendix B of FM 7-20.
In order to plan for your company's offensive operation you must apply METT to your tactical and technical situations. Once you've established the factors of METT which apply, you must also determine how much time (days, hours, etc) is available for planning, and, also, what tasks, obvious or implied, must your unit accomplish to successfully perform the mission.
Once this information about required tasks and time constraints has been established, you must determine a schedule for those events which must take place between the time you receive the order and the time you execute the order.
After determining a schedule of events based upon your mission and situation, a time schedule for initiating each event is required. A minimum of two-thirds of the time available for planning is set aside for subordinates to plan and prepare for the mission. The remaining time is used by the commander for planning purposes. To set up the time schedule, the commander works backwards from the time he wants his subordinates ready for the mission. Time is then allocated to each task. This process is called reverse planning. Remember that your available time for planning begins upon receipt of the mission and lasts until the execution of mission.
Now that you've reviewed the extract pages of FM 7-20 and have completed the instructional material of this exercise, let's see what you've learned.
Proceed to Practical Exercise 2 and begin.
Exercise 3: COMPLETING A WARNING ORDER
The Warning Order
After the company commander has analyzed his mission and planned the use of available time, the commander then issues a warning order. The warning order enables his subordinates to plan and prepare for the mission.
Read the extract of page J-1 from FM 7-10.
Read the following extract from FM 7-20 about the issuance of warning orders.
A unit leader issues a warning order as early as possible - preferably on receipt of a warning order or immediately following receipt of an order from higher headquarters. He does this by telling his subordinates the mission, time it starts, and the time and place for issuance of the actual order. This permits better use of time available to plan and prepare. A warning order is usually issued orally.
Tactical/Technical Requirements of the Warning Order
As a company commander, you must analyze your mission order to extract those pieces of information that will enable you to issue a warning order to your subordinates. You need to:
Identify to whom the order pertains
Identify your mission
Identify the time the mission starts
Determine what special instructions, if any, apply to your subordinates in terms of specifics regarding such things as ammunition or equipment needed to carry out the mission
Identify the time and location the complete order will be given and who should be there.
After receiving an oral order from the battalion commander, each company commander will issue his warning order, which will be brief and specific enough only to allow subordinates to understand the mission.
After the company commander has received the OPORD, a more detailed warning order can be issued.
Now that you've read the extract page of FM 7-10 and have completed the instructional material of this exercise, let's see what you've learned.
Proceed to Practical Exercise 3 and begin.
Exercise 4: SELECTING RECONNAISSANCE PERSONNEL
Determining Requirements of Mission and Situation
Your selection of reconnaissance personnel is determined by applying METT to the tactical situation and mission. Who you choose to bring along as part of your reconnaissance group may be influenced by such factors as time of the attack, size of the reconnaissance area, and the tactical situation.
Read the extract, from FM 7-10, below explaining step 5 of the troop leading procedure, "Reconnoiter."
| RECONNOITER |
| To make the best use of the terrain in an area, the commander must see it. There may be times when he can only make a map reconnaissance. If he has time, and if the situation permits, he reconnoiters as much of the terrain as possible. On that reconnaissance, he confirms his tentative plan or changes it to better exploit the capabilities of his weapons and to gain protection for his troops. He normally takes his FIST chief, weapons platoon leader, and other key personnel (as required) with him to let them reconnoiter the area too and to get their advice. During the reconnaissance, the commander analyzes the terrain. He should also provide reconnaissance time to any subordinate leader who did not accompany him on the reconnaissance. |
Platoon leaders are usually part of the reconnaissance group because they need to see the ground over which they will operate. Seeing the zone of action will give them an appreciation of the terrain from which to formulate their own tactical plans.
The FIST Chief and RATELO are also usually a part of the reconnaissance group. The FIST Chief's primary function is to assist in fire support planning while the RATELO provides continuous communication between higher and lower echelons. Use of the XO and 1SG as part of the reconnaissance group is optional. They may assist in the performance of reconnaissance duties when the size of the reconnaissance area or mission require their participation.
Of course there are some missions, after being evaluated, which may require specific subordinates to accompany the reconnaissance group. You should remember that the time available is critical to planning any operation and, that, in many instances, there is not sufficient time to conduct a reconnaissance with your subordinate leaders. A map reconnaissance may be the only way, in terms of time available, to survey the area of operation.
Now that you've read the extract from FM 7-10 and have completed the instructional material of this exercise, let's see what you've learned.
Proceed to Practical Exercise 4 and begin.
