If it does, he then must decide how to adjust his plan to meet this new situation. He also determines the CS and CSS aspects of the COA. The following outline of the TLP assumes that the company commander (or platoon leader) will plan in a time-constrained environment. Figure 2-3. It updates FM 5-0. From these insights and conclusions, the company commander (or platoon leader) derives a restated mission, an initial intent (only for a company commander), an initial risk assessment, and possibly a decisive point. Other elements of battle command include assigning missions, prioritizing and allocating resources, selecting the critical times and places to act, and knowing how and when to make adjustments during the fight. complete plan. c. Troop-Leading Procedures. The "when" is given in the higher headquarters' OPORD; the "where" is the objective or location taken from the higher headquarters' OPORD; and the "why" is the company and or platoon purpose taken from the higher headquarters' concept of the operation. The five-paragraph OPORD format helps him paint a complete picture of all aspects of the operation: terrain, enemy, higher and adjacent friendly units, unit mission, execution, support, and command and control. Projected CSS expenditures, friendly casualties, and resulting medical requirements. The situation that exists during planning will likely change before execution. How Long Does It Take To Get My First Post-9/11 GI Bill Housing Allowance? He looks at specific enemy actions during a given operation (such as defense out of contact, security zone defense, movement to contact, or asymmetric operations) and uses the appropriate doctrinal template to gain insights into how the enemy may fight. This technique is a good one to use when time is limited and the enemy situation is relatively clear. Information needed to complete paragraphs 3, 4, and 5 of the OPORD. He identifies this headquarters' task and purpose as well as his contribution to this fight. The TLP are designed to help solve tactical problems. (a) Task identification (specified, implied, and … Restricted. This understanding makes it possible to exercise disciplined initiative. His mission analysis is essentially an analysis of METT-TC considerations. He does this analysis through war-gaming or "fighting" the COA against at least one enemy COA. An essential task that must be executed to accomplish the assigned purpose is the mission essential task. He may also use a digital information system (INFOSYS) such as Force XXI Battle Command Brigade and Below (FBCB2), if equipped. They help him determine what is relevant to mission accomplishment. (1) Receive and analyze the mission. He employs his squad in accordance with orders from the section leader. This terrain hinders movement to some degree. Unrestricted. Using this technique, he analyzes Mission first, Terrain & Weather, Enemy, Troops & Support, Time, and finally Civil Considerations. How will this affect friendly and enemy target acquisition? The command and control (C2) system within an antiarmor unit is the arrangement of personnel, information management, procedures, and equipment and facilities essential to plan, prepare for, execute, and assess operations. Leaders at battalion-level and above use the military decision making process (MDMP). c.   Increase Subordinate Planning Time. He should, whenever possible, prepare a sketch showing each COA. They must also understand how the unit's mission supports the intentions of the immediate higher commander. If the higher headquarters has developed a modified combined obstacle overlay (MCOO), the company commander (or platoon leader) can quickly accomplish his analysis of the terrain. He locates IV lines (terrain that inhibits observation from one point to another) and assesses the ability of the attacking force to overwatch or support movement (with direct fire). The two are not identical, however, because specific steps of the MDMP are designed and intended to help coordinate staff and commander responsibilities of units with staffs. He should plan to use no more than one-third of the available planning time, thus leaving his subordinates with two-thirds of the available time. 8. The leader may prefer to determine Obstacles first, Avenues of Approach second, Key Terrain third, Observation and Fields of Fire fourth, and Cover and Concealment last. He supervises equipment maintenance, supply, and casualty evacuation. script.setAttribute("async", true); He must know how the enemy will fight and the ground where the fight will occur. Commander's Intent: All enemy forces on OBJ ATLANTA destroyed; company controls west side of Bush Hill; company is in defensive posture NLT 121400XX able to defeat enemy CATK in EA RED; 52nd ID (M) passed through CP2 without significant delay. He must remember the assumptions he made about the enemy, his unit, and the ground during the development of his tentative plan. Report Date: 02 Apr 2020 150-LDR-5012 Conduct Troop Leading Procedures Status: Approved _____ Security Classification: U - Unclassified Distribution Restriction: Approved for public release; distribution is unlimited. They must have confidence in his abilities. He makes the final selection of a COA based on his own judgment, the start time of the operation, the area of operations, the scheme of maneuver, and subordinate unit tasks and purposes. This method is most effective for a defensive COA, especially when there are several avenues of approach to consider. He knows the abilities of his weapons systems and is skilled in their use. Leaders at battalion-level and above use the military decision making process (MDMP). He assigns specific subordinate elements as the main and supporting efforts. In addition, the following factors are essential to the company commander's ability to lead his company on the battlefield. Because mission command decentralizes decision making authority and grants subordinates significant freedom of action, it demands a leader who is thoroughly versed in Army doctrine and who is disciplined, informed, innovative, dynamic, audacious, confident, and competent. The PSG is responsible for individual training, advising the platoon leader on tactical employment of the platoon's weapons systems, and helping to control the platoon during combat operations. After ensuring his subordinates are well trained, the leader must delegate the proper authority and freedoms to his men. The visual aid may also be FBCB2, if available. For example, he must be able to assess the impact of limited visibility conditions on the troop-leading procedures. The COA also must address the doctrinal aspects of the mission. He uses these factors, gained from his RCPA matrix, as his frame of reference in tentatively selecting the best COA. (k)   Visibility. Mission command concentrates on the objective of an operation and not on how to achieve that objective. They avoid unnecessary detail and redundancy and do not restate doctrine or SOPs. It must withstand crises, even the loss of the leader, and still continue to function. Acceptable. Some precipitation considerations include—, (n)   Cloud Cover. Essential Tasks. This initial planning-time analysis is the basis for the detailed time analysis that will be conducted as planning continues. These also may include the doctrinal tasks to be assigned to subordinate units. Suitable. Finally, he makes final coordination with other units or staff members before issuing the order to his subordinates. The commander's will to win, morale, and physical presence must be felt by those whom he leads. After the company commander or platoon has determined his unit's mission and assessed the time available for planning, preparing for, and executing the mission, he should immediately issue a warning order to his subordinates. a.   Antiarmor Company Commander. From the enemy forces paragraph (1a) or the intelligence annex of the higher headquarters' OPORD, he identifies the task and purpose of the enemy elements. When time permits, he war-games each friendly COA against the most probable enemy COA. These are tasks specifically assigned to a unit by a higher headquarters. d.   Discipline. The decision to operate outside of communications coverage must be a deliberate decision and not random chance. He controls the section's fires and movement, and he ensures mutual support is achieved with other elements with which he is operating. "Receiving" the mission may occur in one of several ways. (f)   Restated Mission Statement. Will wind speed and direction affect the employment of TOW missiles? Analysis of the unit's current location in relation to future areas of operation as well as the doctrinal requirements for each specified task might provide implied tasks. The company commander (or platoon leader) prepares some sort of visual aid to depict and explain the results of his analysis for his subordinates so they can understand his conclusions about the effects that the terrain and weather will have on the mission. Considerations in analysis of obstacles and restricted terrain. He uses these to develop courses of action, which are possible ways to accomplish his mission. Finally, he determines his unit's mission essential tactical task. He should take into account ambient light effects for his timeline. (5)   Time Analysis. The COA statement should state his decisive point and why it is decisive, the form of maneuver or the defensive technique, the tasks and purposes of his main and supporting efforts, the task and purpose of critical BOS elements, and an end state. One technique is to use the BOS as a checklist to address every significant element the enemy brings to the fight. The following discussion of troop-leading procedures (Figure 2-1) assumes that the company commander (or platoon leader) will plan in a time-constrained environment. script.setAttribute("onerror", "setNptTechAdblockerCookie(true);"); b.   Additionally, and in many respects more importantly, the company commander (or platoon leader) must issue the order in a manner that imbues his subordinates with confidence in the plan and a commitment to do their best to achieve the plan. Historically, military commanders have employed variations of the two basic command and control concepts: detailed command and mission command. Troop leading procedures correlated with risk management steps ..... 3-2 Figure 3-2. There are three different types of tasks: specified, implied, and essential. Each COA the company commander (or platoon leader) develops must be detailed enough to clearly describe how he envisions using his antiarmor assets and combat multipliers to achieve the unit's mission-essential task and purpose. Command and control is the exercise of authority and direction by a properly designated commander over assigned or attached forces in the accomplishment of the mission. Collectively, the TLP are a tool to assist leaders in making, issuing, and supervising operation orders. (7)   Summary of Mission Analysis. He must arrive at significant conclusions about how the terrain and weather will affect the enemy and the unit. From the MCOO he will already have an appreciation for the general nature of the ground and the effects of weather. Using the results of all previous analyses done during mission analysis, the company commander (or platoon leader) compares his unit's combat power strengths and weaknesses with those of the enemy. TROOP-LEADING PROCEDURES 1. c.   The Command and Control System. Once he has determined his decisive point, he identifies the main effort's purpose and the purposes of his supporting efforts. He immediately begins to analyze it using the factors of METT-T: What is the MISSION? Listening to subordinate operation orders. The first sergeant (1SG) is the senior noncommissioned officer (NCO) in the company and is normally the most experienced soldier in the company. These steps include analyzing the higher headquarters' (two levels up) mission, intent and concept; the immediate higher headquarters' (one level up) mission, intent, and concept; and identifying specified, implied, and essential tasks and any constraints. This updates FM … The unit has the technical and tactical skills and resources to successfully accomplish the COA. (3)   The second warning order from the higher headquarters consists of the essential information derived from their mission analysis and the higher commander's guidance. Communications will be degraded, and the chaos of battle will often prevent the commander from knowing what is happening beyond his own senses. (i)   Cover and Concealment. Implied tasks are derived from a detailed analysis of the higher headquarters' order, the enemy situation and courses of action, and the terrain. a. The intent of FM 5-0 is to encourage greater flexibility through critical thought, action, and initiative. Once he has completed his relative combat power analysis (RCPA), he attempts to determine a decisive point (if he has not done so already). Can I Get An Extension On My Post 9/11 GI BIll So I Can Finish My Bachelor's Degree? The belt technique allows him to divide the COA into events or belts. The TLP reflect this reality while incorporating the spirit, language, and general process of the MDMP to assist in the preparation of an operations order (OPORD). The company commander (or platoon leader) can modify this technique by dividing the battlefield into belts that are not necessarily adjacent or overlapping but focus on the critical actions throughout the area of operations. All Rights Reserved. The company commander (or platoon leader) initiates any movement necessary to continue mission preparation or to posture the unit for the start of the mission. FM 7-70. How will cloud cover affect the target acquisition? • Chapter 5 addresses troop leading procedures—a framework for planning and preparing for operations used by small unit leaders. It updates FM 5-0. Will wind speed cause smoke to dissipate quickly? By providing information or agreeing to be contacted by a Sponsored School, you are in no way obligated to apply to or enroll with the school. Each COA must be sufficiently different from the others to justify full development and consideration. This reconnaissance helps him to see the ground in a more objective manner and to see how the ground affects both enemy and friendly forces (Figure 2-7). Severely restricted. The company commander (or platoon leader) must not only appreciate how much time is available. document.cookie = "__adblocker=" + (adblocker ? Antiarmor company commanders and platoon leaders train and maintain their units to conduct sustained operations. The end result of mission analysis is the development of a number of insights and conclusions regarding how the factors of METT-TC affect accomplishment of the unit's mission. A legitimate COA must be—. FUNDAMENTALS OF COMMAND AND CONTROL, 2-5. What is the Troop Leading Procedures? The CCIR identify information needed by a commander to support his visualization and to make critical decisions, especially to determine or validate courses of action. CCIR should be kept to what is absolutely essential. In the most challenging situation, it may come about as a result of a change in the overall situation during execution. There are five military aspects of weather: visibility, winds, precipitation, cloud cover, and temperature and humidity. Start movement. What is known about the ENEMY? How will it affect the enemy? Little effort is needed to enhance mobility, but units may need to detour frequently. (2)   Analysis of Terrain and Weather. The conclusions from his analysis of combat power are not COA specific, but rather apply to all COAs he may develop. Besides receiving (or deducing) his mission during the first step of the TLP, the company commander (or platoon leader) must also assess the time he has available to prepare for and execute the mission. An important reminder regarding Troop Leading Procedures, Initiate Movement, and Conduct Reconnaissance steps, and within the ADDIE Process, is to coordinate transportation and facilities at the earliest opportunity to ensure both are available and … One technique is to parallel the TLP based on the products received from the higher headquarters' MDMP. Complex terrain includes two or more of the traditional classifications of terrain. Some additional visibility considerations include—, (l)   Winds. Detailed command emphasizes vertical, linear information flow where information flows up the chain of command and orders flow down. Abbreviated Troop-Leading Procedures ..... 3-17 Section III. From higher headquarters' information, he determines how the enemy is (or might be) arrayed. If available, he determines from what echelon force the enemy comes. He determines the disposition for the next two higher enemy elements. Specified tasks may also be found in annexes and digital overlays (for example, "suppress enemy on OBJ FOX," "reconnoiter Route BLUE," "assist the forward passage of B Company," "send two soldiers to assist in the loading of ammunition"). In the light infantry battalion, he serves as an advisor to the battalion commander concerning employment of his platoon's weapons systems and all other antiarmor assets. In a time-constrained environment, a company commander (or platoon leader) typically will develop only one course of action; however, as time permits, he may develop as many COAs as possible to allow comparison. His leadership is most effective face-to-face when he can see the situation and his soldiers can see him. Command. Figure 2-10. (4)   Develop Schemes of Maneuver. (1)   Priority Intelligence Requirements. It stresses trust and mutual understanding among superiors and subordinates. Can You Explain How Chapter 35 Benefits Work? b.   COA Analysis. LEADERSHIP. (c)   Avenue-in-Depth Technique. For example, a breach requires an assault force, a support force, a breach force, and possibly a reserve.