Company
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Platoon
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Platoon Sergeant
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1st Squad Leader
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2nd Squad Leader
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3rd Squad Leader
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Weapons Squad
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Step 3. Make a Tentative Plan
There are five key steps to making a tentative plan:
1.Understand the commander’s intent.
2.Identify the unit’s specific and implied tasks:
Specific tasks are written/directed in the OPORD
Implied tasks become apparent during mission analysis
3.Identify limitations: equipment shortages, time, phase lines, etc.
4.List mission-essential tasks that ensure mission success.
5.Review mission statement to clarify mission-essential tasks and purpose: Who (unit); What (tasks); When (critical times); Where (grid location and target description); Why (purpose the unit must achieve).
The leader should overall ensure that the plan is feasible, reasonable, and distinguishable.
The leader must also consider the factors of METT-TC:
(M) Mission. The leader considers the mission given to him by his commander and analyzes it in light of the commander’s intent two command levels higher. He derives the specified task, essential tasks, implied tasks, and limitations and/or constraints of the mission.
(E) Enemy. The leader considers the type, size, organization, tactics, and equipment of the enemy he expects to encounter. He identifies the greatest threat to his mission and the enemy’s greatest vulnerability.
(T) Terrain and Weather. The leader considers the effect of terrain and weather on enemy and friendly forces using the guidelines below (OCOKA):
•(O) Observation and fields of fire. The leader considers ground that allows him observation of the enemy throughout his area of operation. He considers fields of fire in terms of the characteristics of the weapons available to him, for example maximum effective range, the requirement for grazing fire, and the arming range and time of flight for antiarmor weapons.
•(C) Cover and concealment. The leader looks for terrain that will protect him from direct and indirect fires (cover) and from aerial and ground observation (concealment).
•(O) Obstacles. In the attack, the leader considers the effect of restrictive terrain on his ability to maneuver. In the defense, he considers how he will tie in his obstacles to the terrain to disrupt, turn, fix, or block an enemy force and protect his own forces from enemy assault.
•(K) Key terrain. Key terrain is any locality or area whose seizure or retention affords a marked advantage to either combatant. The leader considers key terrain in his selection of objectives, support positions, and routes in the offense and in the positioning of his unit in the defense.
•(A) Avenues of approach. An avenue of approach is an air or ground route of an attacking force leading to its objective or key terrain in its path. In the offense, the leader identifies the avenue of approach that affords him the greatest protection and places him at the enemy’s most vulnerable spot. In the defense, the leader positions his key weapons along the avenue of approach most likely to be used by the enemy.
In considering the effects of weather, the leader is most interested in visibility and trafficability.
(T) Troops Available. The leader considers the strength of subordinate units, the characteristics of his weapon systems, and the capabilities of attached elements as he assigns tasks to subordinate units.
(T) Time Available. The leader refines his allocation of time based on the tentative plan and any changes in the situation.
(C) Civilian Considerations. The leader identifies any civilian considerations that may affect the mission. These factors may include refugees, humanitarian assistance requirements, or specific considerations related to the applicable rules of engagement (ROE) or rules of interaction (ROI).
Step 4. Initiate Movement
The unit may need to begin moving soldiers, weapons, or equipment in preparation for the upcoming mission. Initiation of movement can include additional troops, reconnaissance, troop movers, and consolidation on the staging area.
Step 5. Reconnoiter
Reconnaissance will come in many forms. On today’s modern battlefield there are multiple options at the disposal of the combat leader. These include low-visibility operations for route screening, close-target reconnaissance, and intelligence surveillance reconnaissance (ISR) aircraft. Leaders can also review all available imagery, maps, and human intelligence (HUMINT) reports. A good combat leader will use as many assets as possible to gain the knowledge he needs to make sound decisions that will enable the unit to make it successfully to the objective and back to a secure area.
Step 6. Complete the Plan
Completion of the plan includes several actions that transform the commander’s intent and concept and the platoon’s concept into a fully developed platoon OPORD. These actions include preparing overlays, refining the indirect-fires list, completing combat service support (CSS) and C2 requirements, and updating the tentative plan as a result of the reconnaissance or information updates. Completing the plan allows the platoon leader to make final coordination (coordination checklist) with other units or the commander before issuing the OPORD to his subordinates. It also enables him to prepare his briefing site and materials.
Step 7. Issue the Complete Order
Platoon and squad leaders normally issue oral OPORDs. The best way to brief an OPORD is for each sub-unit leader to brief his own portion of the mission. This provides confirmation to senior leaders that each portion of the mission is fully understood by the sub-unit performing that task. For example, the assault commander should brief the “actions on the objective” portion and the medic should brief the medical portion. To aid in the understanding of the concept of the operation, leaders should use a sand table, sketches, and maps. It is essential that all persons conducting the mission understand the objective, the commander’s intent, the concept of the operation, and their assigned tasks. Rehearsals are the time for leaders to watch and ask questions about the mission to ensure they and their soldiers understand what is required of them.
Step 8. Supervise and Refine
Leaders supervise the preparation for combat by conducting confirmation briefs to ensure subordinates know the mission, the commander’s intent, the concept of the operation, and their assigned tasks. Rehearsals confirm to the leader that soldiers understand the mission and what is expected of the unit.
Rehearsals. Rehearsals are the single most effective means to ensure mission success. They will show where and how a plan needs to be refined. The closer to the actual mission a rehearsal is, the better. Emergency plans, reporting, wounded, and fire support are among the tasks that should be exercised.
Rehearsals will help infantry leaders discover and identify the unknowns. They should accomplish the following:
•Practice essential tasks (improve performance).
•Reveal weaknesses or problems in the plan.
•Coordinate the actions of subordinate elements.
•Improve soldier understanding of the concept of the operation (foster confidence in soldiers).
The leader should conduct rehearsals on terrain that resembles the actual ground and in similar light conditions. The platoon may begin rehearsals of battle drills and other SOP items before the receipt of the OPORD. Once the order has been issued, the platoon can rehearse mission-specific tasks.