Bohumil HOLENDA
Klíčová slova
Jednotka, velitel, rozhodovací a plánovací proces, bojový rozkaz
Preliminary
The purpose of command and control is to implement the commander´s will in pursuit of the unit´s objective. Command and control is both a system and a process. the essential component for both is leadership. The commander unit should be able to prepare and control the fight. The aim of this article is to apprise of the decision-making and planning process on the level of the unit according to the standard used for NATO forces. This is the process of "Troop Leading Procedures" (TLP) is used by battle battalions of the 4. brn and 7. mb. The second goal is to describe and explain procedure of a commander units in the resolution of combat task using TLP. This procedure begins receiving combat task and ends with the issue of combat order. The article is designed especially for students of the University of Defence, who are trained on the systemized workplace of the platoon leader and the new commanders of units at all levels of command (Commander of the squad, platoon leader, company commander).
1 TROOP LEADING PROCEDURES (TLP)
Troop leading procedures (TLP) extend the Military Decision Making Process (MDMP) to small unit level. TLP and MDMP are similar but not identical. Commanders with their staff use the MDMP as their primary planning process. Company and smaller units (platoon and section) do not have formal staff and use TLP to plan and prepare for military operations.
Troop leading procedures is a dynamic process used by small unit leaders to analysis a mission, develop a plan and prepare for a operation. TLP provide small unit leaders a framework for planning and preparing of operations. Leaders of company use TLP to develop their plans and orders. These procedures enable leaders to maximize available planning time while developing effective plans and adequately preparing their unit for an operation.
The sequence of the TLP steps is not rigid. They are modified to meet the mission, situation, and available time. Some steps are done concurrently while others may go on continuously throughout the operations. The troop leading procedures begin when the platoon leader receives an initial Warning Order from the company commander. It continues throughout the operational process (plan, prepare, execute, and assess).
The TLP comprise a sequence of actions that help platoon leaders to issue orders and execute tactical operations.
Leaders use TLP when working alone to solve tactical problems or with a small group.
1. Receive the mission.
2. Issue a warning order.
3. Make a tentative plan.
4. Initiate movement.
5. Conduct reconnaissance.
6. Complete the plan.
7. Issue the order.
8. Supervise and refine.
Figure 1. Troop leading procedures contents the eight basic steps.
Source: [1]
2 Receive the mission
Receipt of the mission initiates the planning process of the platoon commander. The platoon leader may receive the mission in a Warning Order (WARNO), an Operation Order (OPORD), or a Fragmentary Order (FRAGO). The leader should use no more than one third of the available time for his own planning and for issuing his operation order. The remaining two thirds is for subordinates to plan and prepare for the operation. Leaders should also consider other factors such as available daylight and travel time to and from orders and rehearsals. Below is a sample time schedule for an infantry company. This tentative schedule is adjusted as TLP progresses.
0600 - Execute mission.
0530 - Finalize o adjust the plan based on leader´s recon.
0200 - Begin movement.
2100 - Conduct platoon inspections.
1900 - Conduct rehearsals.
1745 - Hold back briefs.
1630 - Issue company OPORD
3 Issue a warning order
After the platoon leader determines the platoon's mission and gauges the time available for planning, preparation, and execution, he immediately issues an oral WARNO to his subordinates. The warning order contains enough information to begin preparation. Most importantly, by issuing the initial WARNO as quickly as possible, the platoon leader enables his subordinates to begin their own planning and preparation while he begins to develop the platoon OPORD.
The warning order mirrors the five-paragraph OPORD format. Warning order may included information about the mission or nature of the operation. (mission statement), time and place for issuance of the operation (coordinating instructions), who is participating in the operation? (coordinating instructions) and time of the operation (timeline).
4 Make a tentative plan
After receiving the company OPORD or FRAGO, the platoon leader develops a tentative plan. This process of developing has four steps: Mission analysis, Course of action Development, Course of Action Analysis, and Course of Action Selection. In these steps the platoon leader analyzes all the factors of METT-TC (Mission, Enemy, Terrain and Weather, Troops, Time and Civil Considerations).
Result of analysis are conclusions how the factors of METT-TC affect accomplishment of the platoon's mission. Leaders at every echelon must have a clear understanding of the mission, intent, and concept of the operation of the commanders' one and two levels higher. Without this understanding, it would be difficult to exercise disciplined initiative. Platoon leader must understand the battalion commander's concept of the operation and company commander's concept of the operation.
Task (Specified, Implied, Essential)
Specified Tasks are clearly stated in the order (primarily in paragraphs 2 and 3 OPORD).
Examples:
Implied Task are tasks that must be performed to accomplish a specified task, but which are not stated in the OPORD.
Examples:
From the specified and implied tasks, Army leaders identify essential Task. Essential tasks are always included in the unit's mission statement.
Write Restated Mission statement
The restated mission statement becomes the focus for the remainder of the estimate process. This is a clear, concise statement of the mission essential task (s) to be accomplished by the unit and the purpose to be achieved. The mission statement will state WHO, WHAT (the task), WHEN (the critical time), WHERE (usually a grid coordinate, WHY (the purpose the unit must achieve). Some examples of restated missions follow:
Examples:
(WHO) 1st Platoon (WHAT) attacks to seize (WHERE) HILL485 VIC NB457371 (OBJ BLUE) (WHEN) NTL 090500Z DEC 2012 (WHY) to enable the company´s main effort to destroy enemy command bunker.
Or, broken out into the five W format:
| WHO | 1st Platoon |
| WHAT | seize |
| WHERE | HILL485 VIC (NB457371) |
| WHEN | at 090500Z DEC 2012 |
| WHY | to enable the company´s main effort to destroy enemy command bunker |
COA statements and Sketches
COA statement is prepared for each COA. COA statement clearly portrays how the unit will accomplish the mission and explains the concept of operations. COA is written in terms and includes the mission and end state. The sketch provides a picture of maneuver aspects of the concept of operations. Together, the statement and sketch cover the who (task organization), what (tasks), when, where, why (purpose), for each subordinate unit.
As a minimum, the COA sketch includes the array of generic forces and control measures, such as-
Examples:
COA STATEMENT: The battalion crosses the LD at 0100 along a direction of attack with one company (three infantry platoons, one engineer platoon, and one Stinger section) in the lead; followed by the command group; another infantry company (three infantry platoons, one Stinger section); and a third infantry company (minus) in trail (two infantry platoons and the AA platoon). At Checkpoint 2, the company (minus) and antiarmor platoon move to seize Hill 652 to support by fire the main attack. An infantry platoon establishes an ambush vic V140857 to destroy enemy armored vehicles to prevent the enemy from reinforcing on OBJ Wolf. The lead company seizes OBJ 1 to allow the trail company (battalion main effort) to pass through and seize the decisive terrain. The trail company passes through OBJ 1, seizes OBJ 2 and prevents enemy security forces from firing on TF 1-12 as they attack south along Wheeler Road and east along Osborne Road.
5 Initiate movement
Platoon's leader initiates any movement that is necessary to continue. This may include movement to an assembly area, battle position, perimeter defense, movement of reconnaissance elements. This movement we can use, when we want to compute time-distance factors for the unit's mission.
6 Conduct reconnaissance
Platoon's leader can conduct the personal reconnaissance with the company commander at some point during TLP together. The focus of the reconnaissance is to confirm the priority intelligence requirements (PIR) that support the tentative plan. PIR are assumptions or critical facts concerning the enemy's location and strength. The PIR also include assumptions about the terrain. Platoon's leader can send his squads to carry out reconnaissance patrolling with specific tasks to gain information about the enemy and terrain. When time does not allow, the platoon leader must make a map reconnaissance.
7 Complete the plan
The platoon leader completes his plan based on the reconnaissance and any changes in the situation. Completion of the plan includes several actions that transform the commander's intent and concept and the platoon concept into a fully developed platoon OPORD. These actions include preparing overlays, refining the indirect fire list, completing CSS and C2 requirements, as well as updating the tentative plan. It also allows the platoon leader to prepare the briefing site, briefing medium and briefing material he will need to present the OPORD to his subordinates. Completing the plan allows the platoon leader to make final coordination with other units or the commander before issuing the OPORD to his subordinates.
8 Issue the order
The OPORD precisely and concisely explains the platoon leader's intent and concept of how he wants the squads and mounted element to accomplish the mission. The OPORD must not contain unnecessary information that could obscure what is essential and important. The platoon leader must ensure his squads know exactly what must be done, when it must be done, and how the platoon must work together to accomplish the mission and stay consistent with the intentions of the commander. The platoon leader issues the order in person, looking into the eyes of all his soldiers to ensure each leader and soldier understands the mission and what his element must achieve. The platoon leader must also uses visual aids, such as sand tables and concept sketches, to depict actions on the objective or movement. The format of the five-paragraph OPORD helps the platoon leader paint a complete picture of all aspects of the operation (terrain, enemy, higher and adjacent friendly units, platoon mission, execution, support, and command. The format also helps him address all relevant details of the operation. Finally, it provides subordinates with a predictable, smooth flow of information from beginning to end.
Paragraphs 1.a, 1.b., 1.c., 2, 3, 4 and 5, with their headings, are always included. Paragraph 2 will neither be sub-paragraphed, nor summarized using terms such as "No Change" or "NIL"
1. SITUATION.
a. Enemy Forces.
b. Friendly Forces.
c. Attachments and Detachments.
d. Commander´s Evaluation.
2. MISSION.
3. EXECUTION.
a. Concept of operation.
b. Task/Missions to Maneuver Units.
c. Coordinating Instructions.
4. ADMINISTRATION/LOGISTICS.
a. Support Concept.
b. Material and Services.
c. Medical Evacuation and Hospitalization.
d. Personnel.
e. Civil-Military Cooperation.
f. Miscellaneous.
5. COMMAND AND SIGNAL.
a. Command, Control, and Communications.
b. Command.
Figure 2. Structure of an operation order (OPORD)
9 Supervise and Refine
Throughout TLP, Army leaders monitor mission preparations, refine the plan, perform coordination with adjacent units, and supervise and assess preparations. Normally unit SOPs state individual responsibilities and the sequence of preparation activities. Army leaders supervise subordinates and inspect their personnel and equipment to ensure the unit is ready for the mission. A crucial component of preparation is the rehearsal. Rehearsals allow Army leaders to assess their subordinates' preparations. They may identify areas that require more supervision. Army leaders conduct rehearsals to:
Company and smaller sized units use five types of rehearsals:
Conclusion
Troop leading procedures (TLP) is process used by small unit leaders to analysis a mission, develop a plan and prepare for a operation. TLP provide small unit leaders a framework for planning and preparing of operations. Leaders of company use TLP to develop their plans and orders. These procedures enable leaders to maximize available planning time while developing effective plans and adequately preparing their unit for an operation. The sequence of the TLP steps is not rigid. This procedure begins receiving combat task and ends with the issue of combat order.A knowledges and application of TLP by Commanders units contributes to improved and faster accomplish the combat task. The aim of this article was to apprise of the decision-making and planning process on the level of the unit according to the standard used for NATO forces.
Bibliography
[1] FM 5-0. Army Planning and Orders Production. 20 January 2005.
[2] FM 3-21.71 MECHANIZED INFANTRY PLATOON AND SQUAD (BRADLEY). 20 August 2002.
[3] FM 3-21.9 THE SBCT INFANTRY RIFLE PLATOON AND SQUAD. 2 December 2002.
[4] FM 3-21.11 THE SBCT INFANTRY RIFLE COMPANY. 23 January 2003.
[5] STANAG 2014 TOP (EDITION 9) - FORMATS FOR ORDERS AND DESIGNATION OF TIMINGS, LOCATIONS AND BOUNDARIES. 17 October 2000.
[6] FM 3-90 TACTICS. July 2001
[7] SH 21-76 RANGER HANDBOOK. April 2000.