Planning and Operations

Planning and Operations
Conduct FM Planning and Operations SHOW SLIDE #1: Reconcile A Limited Depository Account (LDA) References: DFAS-IN REG 37-1, DODFMR R, VOL 5 , FM 1-06 Extra References: Taught: 805A-36A-6014 Conduct FM Planning and Operations Supported: 805A-36A-8003 Implement FM Planning and Operations 4 hour Facilitator Material: Each primary facilitator should possess a lesson plan, slide deck, course handouts, and practical exercise, DFAS-IN REG 37-1, DODFMR R, VOL 5, FM DD Form 2657 Blank Form. Prepare the Daily Statement of Accountability, Enhancement Sheet Prepare the Daily Statement of Accountability DD Form 2657, and TRNG AID Prepare the Daily Statement of Accountability DD Form All required references and technical manuals will be provided by the School House Learner Material: Learners should possess standard classroom supplies, course handouts, practical exercises, DFAS-IN REG 37-1, DODFMR R, VOL 5,, FM 1-06FM, DD Form 2657 Blank Form. Prepare the Daily Statement of Accountability, Enhancement Sheet Prepare the Daily Statement of Accountability DD Form 2657, and TRNG AID Prepare the Daily Statement of Accountability DD Form All required references and technical manuals will be provided by the School House. Facilitator Actions: Classroom Setup 5 minutes, Classroom Breakdown 2 minutes Testing Requirements/Assessment: Students will be assessed using “Go” or “No Go” on Professional Development and Leadership during the Capstone Exercise. FINANCIAL MANAGEMENT BASIC OFFICER LEADER COURSE

Why is it important for a BN or BDE Staff to fully understand the Military Decision Making Process
? Show Slide 2: Concrete Experience Facilitator’s Note: (Concrete Experience 5 minutes) discuss with Learners what it is exactly that: “Why is it important for a BN or BDE Staff to fully understanding the Military Decision Making Process "Ask Learners what their thoughts on the discussion. Facilitator’s Note: (Publish and Process 5 minutes) the critical portion of this part of the ELM process is to force the Learners to reflect. Ask a series of thought influencing questions, for example: Brainstorm the Importance of a commander’s staff fully understanding the Military Decision Making Process. Allow three minutes to generate answers and an additional five minutes to rank order the responses (top five). As facilitator, you need to appoint a “recorder” to write the responses on the white-board. Facilitator will also note particular student responses in order to develop discussion for the Publish and Process phase. Allow the students to reflect on the final list by leading a discussion on the results of the question.

Terminal Learning Objective
ACTION: Conduct Financial Management (FM) Planning and Operations CONDITIONS: FM Leaders in a classroom environment working as a member of a small group, using doctrinal and administrative publications, self-study exercises, personal experiences, practical exercises, handouts, and discussion. STANDARD: With at least 80% accuracy (70% for international learners) you must: Interpret the MDMP Process Receive the Mission Conduct Mission Analysis Develop Courses of Action Perform Course of Action Analysis Refine and Compare Courses of Action Select Course of Action for Approval Prepare Orders Interpret the Operational and Mission Variables Interpret the FM Role in Planning and Operations SHOW SLIDE 2: TERMINAL LEARNING OBJECTIVE ACTION: Conduct Financial Management (FM) Planning and Operations CONDITIONS: FM Leaders in a classroom environment working as a member of a small group, using doctrinal and administrative publications, self-study exercises, personal experiences, practical exercises, handouts, and discussion. STANDARD: With at least 80% accuracy (70% for international learners) you must: Interpret the MDMP Process Receive the Mission Conduct Mission Analysis Develop Courses of Action Perform Course of Action Analysis Refine and Compare Courses of Action Select Course of Action for Approval Prepare Orders Interpret the Operational and Mission Variables Interpret the FM Role in Planning and Operations Safety Requirements: In a training environment, leaders must perform a risk assessment in accordance with FM 5-19, Composite Risk Management. Leaders will complete a DA Form 7566 COMPOSITE RISK MANAGEMENT WORKSHEET during the planning and completion of each task and sub-task by assessing mission, enemy, terrain and weather, troops and support available-time available and civil considerations, (METT-TC). Note: During MOPP training, leaders must ensure personnel are monitored for potential heat injury. Local policies and procedures must be followed during times of increased heat category in order to avoid heat related injury. Consider the MOPP work/rest cycles and water replacement guidelines IAW FM , NBC Protection, FM , CBRN Decontamination. Risk Assessment Level: Low - Electrical Shock, Fire, Slippery Floors, Physical Injure/Strain, Tripping Tight Spaces in Classroom, and Influenza Assessment: Low Controls: Primary Instructor (PI) will ensure: All electrical cords are properly stored under desks, liquid containers have lids on them and all spills are immediately cleaned and mopped and allowed to completely dry before allowing students/personnel to walk on them. All chairs are ergonomically designed, adjust to individual preference and that all students are awake and paying attention in class. All cables/cords are properly plugged in, sheathed, and secured along tables, walls, and ceilings. No damaged or frayed cords/cables will be used. PI will brief proper hand washing techniques, the use of hand sanitizer, and evacuation procedures. All trash will be removed daily. Leader Actions: Detailed in-brief covering all aspects of safety to include daily classroom inspections, spills cleaned immediately, emergency exit plans, leader checks, hygiene procedures, and weekly safety briefings. Environmental Considerations: Note: Instructor should conduct a Risk Assessment to include Environmental Considerations IAW FM , Environmental Considerations {MCRP 4-11B}, and ensure students are briefed on hazards and control measures. Environmental protection is not just the law but the right thing to do. It is a continual process and starts with deliberate planning. Always be alert to ways to protect our environment during training and missions. In doing so, you will contribute to the sustainment of our training resources while protecting people and the environment from harmful effects. Refer to FM Environmental Considerations and GTA ENVIRONMENTAL-RELATED RISK ASSESSMENT. Instructional Lead-In: How does a Commander translate his vision of the end state of a mission into action? Commanders at battalion level and above accomplish this by applying the Military Decision-Making Process. Over the next several days, we are going to look at this problem-solving model that, if done correctly, will enable the commander to visualize the battlefield: see himself, see the enemy, and visualize the end state. The goal is a shared vision between the commander and his staff. Before we get into the seven steps of the process, we need to fully understand the layout of our doctrinal bible for the process. FM 5-0 is our single source for information pertaining the process. Let’s go over the organization of the FM.

FM Planning and Operations
FM Planning and Operations require FM planners with the requisite technical and tactical expertise in FM capabilities and systems, understanding of the commander’s intent and a keen awareness of the relationships between FM organizations and their supported units and activities. Vital to the successful execution of FM operations Planning, preparation, execution, and assessment of FM must be deliberate and integrated into the command’s operations plan (OPLAN). Be technically and tactical expertise in FM capabilities and systems, commander’s intent and their supported units and activities. Well versed in both RM and Finance operations Assess P R E A L N X C U T Battle Command SHOW SLIDE 4: FM PLANNING AND OPERATIONS 1. Learning Step / Activity 1. Explain the FM Role in MDMP Method of Instruction: DSL (large or small group discussion) Facilitator to learner Ratio: 1:30 Time of Instruction: 30 minutes Media: Slides, Printed Reference Materials Facilitator's Note: Before facilitating this lesson, ask the learners which of the 21st Century Soldier Competency do they think pertain to this lesson? Facilitate a discussion on the answers given and at the end of the lesson revisit it and see if the learners still believe their choice are the same. 1. Character and accountability 2. Comprehensive fitness 3. Adaptability and initiative 4. Lifelong learner (includes digital literacy) 5. Teamwork and collaboration 6. Communication and engagement (oral, written, and negotiation) 7. Critical thinking and problem solving 8. Cultural and joint, interagency, intergovernmental, and multinational competence 9. Tactical and technical competence (full spectrum capable) Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) Continuous assessment of plans and operations enable FM leaders within Theater Army, Corps, Division staffs and FM commanders to be responsive to changes in the OE that impact FM operations. FM Planning and Operations require FM planners with the requisite technical and tactical expertise in FM capabilities and systems, understanding of the commander’s intent and a keen awareness of the relationships between FM organizations and their supported units and activities. Vital to the successful execution of FM operations Planning, preparation, execution, and assessment of FM must be deliberate and integrated into the command’s operations plan (OPLAN). Be technically and tactical expertise in FM capabilities and systems, commander’s intentand their supported units and activities. Well versed in both RM and Finance operations FM 1-06, Chapter 6

MILITARY DECISION-MAKING PROCESS
Decisions are the means by which the commander translates his vision of the end state into action. Decision-making is both science and art. The Military Decision-Making Process is a tool that assists the commander and staff in developing estimates and a plan. SHOW SLIDE 5: MDMP Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) Decision-making is knowing IF to decide, then WHEN and WHAT to decide. It includes understanding the consequences of decisions. Decisions are the means by which the commander translates his vision of the end-state into action. Decision-making is both art and science. Many aspects of military operations – movement rates, fuel consumption, weapons effects – are quantifiable and therefore, part of the science of war. Other aspects – the impact of leadership, complexity of operations, and uncertainty regarding enemy intentions belong to the art of war. MDMP is a single, established, and proven analytical process. It is a tool the commander and staff use in developing estimates and a plan. It helps the commander and his staff examine a battlefield situation and reach logical decisions. The process helps them apply thoroughness, clarity, sound judgment, logic, and professional knowledge to reach a decision. FM 1-06, Chapter 6

COA ANALYSIS (War-game) EXECUTION & ASSESSMENT
ACTIONS IN MDMP RECEIPT OF MISSION Issue Cdr’s Initial Guidance MISSION ANALYSIS Approve Restated Mission State Commander’s Intent Approve Initial CCIR COA DEVELOPMENT COA ANALYSIS (War-game) COA COMPARISON COA APPROVAL Approve COA Specify Type of Order Specify Type of Rehearsal ORDERS PRODUCTION Approve Order REHEARSAL EXECUTION & ASSESSMENT Reinforces initial guidance to subordinate commanders Receives feedback on Warno 1 WARNO 1 Reinforces guidance Receives feedback on Warno 2 WARNO 2 SHOW SLIDE 6: ACTIONS IN MDMP Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) The seven-step process consist of: Receipt of mission. Mission analysis. COA development. Course of action analysis. Course of action comparison. Course of action approval. Orders production. Each step of the process begins with certain input that builds upon the previous steps. Each step in turn has its own output that drives subsequent steps. Facilitator’s Note: Errors committed early in the process will impact on later steps. The commander may conduct each step independently or in conjunction with the staff. Generally, if the staff is experienced, the commander will conduct the MDMP independently. The bottom line is that the commander must fully understand the breadth of the operation to enable him to understand what the staff is doing. Because he is fully responsible for the planning, he has to be able to keep the staff on the correct azimuth. As you can see, there are times annotated for the issuance of Warning Orders. But, you should try to issue warning orders as soon and as often as possible to enable subordinate commanders to plan. Commander’s Estimate (continual) Staff Estimates (continual) Discusses approved COA w/ subordinate commanders Receives initial backbrief / feedback on Warno 3 WARNO 3 FM 1-06, Chapter 6

MDMP Alignment with CRM
SHOW SLIDE 7: MDMP ALIGNMENT WITH CRM Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) FM planners at all levels and organizations will ensure the composite risk management (CRM) process is included as part of each phase of the operations planning process. Risk is a function of the probability of an event occurring and the severity of the event expressed in terms of the degree to which the incident impacts combat power or mission capability. CRM is the Army’s primary decision making process for identifying hazards and controlling risks across the full spectrum of Army missions, functions, operations, and activities, CRM serves as an integrating process for the sustainment warfighting function in Army operations. FM 1-06, Chapter 6

SHOW SLIDE 8: FM MDMP Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) At the lowest tactical echelons of FM, FMCOs and FMDETS use TLP to plan and execute FM missions. These planning processes are a means to an end and depend heavily on the commander’s ability to visualize and describe the operation. Facilitator’s Note: FM will be a detachment and not a platoon. FM 1-06, Chapter 6

MDMP – FM 5-0, Appendix B Chapter 1 – Fundamentals of the Operations Process Chapter 2 – Planning Chapter 3 – Design Chapter 4 – Preparation Chapter 5 – Execution Chapter 6 – Assessment “The Military Decision Making Process is an iterative planning methodology that integrates the activities of the commander, staff, subordinate headquarters, and other partners to understand the situation and mission; and produce an operation plan or order for execution. The MDMP helps leaders apply thoroughness, clarity sound judgment, logic and professional knowledge to understand situations, develop options to solve problems, and reach decisions. SHOW SLIDE 9: FM 5-0 Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) The MDMP process should be familiar to all of you based on your real-world experiences and previous common core training. The Army has two planning processes: the MDMP and troop leading procedures. Troop leading procedures are used by leaders at company and below (See FM 5-0, Appendix C). The MDMP applies to Army units with a staff and during all operations. Following the MDMP process helps commanders and staff organize their thinking, and apply thoroughness, clarity, sound judgment, logic, and professional knowledge in reaching decisions and developing plans. The MDMP is much more than simply selecting a COA. It results in a series of products, including updated running estimates, intelligence products, and control measures needed to execute the operation. FM 5-0 (para 2-107) defines control measure as a means of regulating forces or warfighting functions (see also FM 3-0, para 5-72). Every decision does not require the full MDMP. In fact, the MDMP is often inappropriate for making decision during execution. The MDMP produces a plan or order that establishes numerous instructions to help control a specific operation. These instructions and control measures are based on coordination done during the MDMP process. Many control measures remain unchanged throughout an operation. However, commanders change them when necessary to keep an operation directed towards the end state. When the situation requires a major adjustment to the order, the staff often performs the MDMP in time-constrained environment to change the plan and resynchronize the operation. In other instances, commanders and staffs may not have enough time to perform the MDMP. In these instances commanders, supported by staff, make a decision and develop a quick plan of action. FM 5-0, Appendix B, MDMP

MDMP Roles Commander Staff FM 5-0, B-8 thru B-11
The commander is in charge of the military decision-making process and decides what procedures to use in each situation. The commander’s personal role is central: his participation in the process provides focus and guidance to the staff. There are decisions that are the commander’s alone. The less time available, the less experienced the staff, or the less accessible the staff, generally the greater the commander involvement. The Chief of Staff or XO manages, coordinates, and disciplines the staff’s work and provides quality control. A military staff is a single, cohesive unit organized to help the commander accomplish his mission and execute his other responsibilities. The staff is an extension of the commander, although the staff has no command authority of itself, and is not in the chain of command. The staff exists to serve the commander and provides support to other subordinate commands. SHOW SLIDE 10: MDMP ROLES Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) The commander is in charge of the MDMP and decides what procedures to use in each situation. The planning process hinges on a clear articulation of his battlefield visualization. He is personally responsible for planning, preparing for, and executing operations. From start to finish, the commander’s personal role is central: his participation in the process provides focus and guidance to the staff. However, there are responsibilities and decisions that are the commander’s alone: He issues his initial guidance. He approves the restated mission. He states his commander’s intent. He issues subsequent guidance. He approves CCIR (Commander’s Critical Information Requirements) He approves the COA (Course of Action). He refines the commander’s intent. He specifies the type of rehearsals. He specifies the type of order to issue. He makes all risk decisions. The time available, his personal preferences, and the experience of the staff drive the amount of his direct involvement. The less time available, the less experienced the staff, generally the greater commander involvement. The commander uses the entire staff during the MDMP to explore the full range of probable and likely enemy and friendly COAs, and to analyze and compare his own organization’s capabilities with the enemy’s. The staff effort has one objective-to collectively integrate information with sound doctrine and technical competence to assist the commander in his decisions, leading ultimately to effective plans. The CofS or XO manages, coordinates, and disciplines the staff’s work and provides quality control. He must understand the commander’s guidance because he supervises the entire process. He ensures the staff has the information, guidance, and facilities it needs. He provides time lines to the staff, establishes brief back times and locations, and provides instructions. By issuing guidance and participating in formal and informal briefings, the commander and the CofS/XO guide the staff through the MDMP. Such interaction helps the staff resolve questions and involves the entire staff in the total process. The selected COA and its implementing OPORD are directly linked to how well both the commander and staff accomplish each phase of the MDMP. FM 5-0, B-8 thru B-11 "Your staff won't win the war for you, but it can prevent you from winning." BG John E. Miller

Three Major Components of KM
Knowledge Management Is the art of creating, organizing, applying, and transferring knowledge to facilitate situational understanding and decision making Supports improving organizational learning, innovation, and performance Processes ensure that knowledge products and services are relevant, accurate, timely, and useable to commanders and decision makers Helps commanders make informed, timely decisions despite the fog and friction of operations Enables effective collaboration by linking organizations and Soldiers requiring knowledge Enhances rapid adaptation in dynamic operations Applies analysis and evaluation to information to create knowledge Defining information requirements is an important aspect of knowledge management to focus development of knowledge products (e.g., CCIRs) Three Major Components of KM People—those inside and outside the organization who create, organize, share, and use knowledge, and the leaders who foster an adaptive, learning environment. Processes—the methods to create, capture, organize, and apply knowledge. Technology—information systems that help collect, process, store, and display knowledge. Technology helps put knowledge products and services into organized frameworks. SHOW SLIDE 11: KNOWLEDGE MANAGEMENT Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) Knowledge management is the art of creating, organizing, applying, and transferring knowledge to facilitate situational understanding and decision making. Knowledge management supports improving organizational learning, innovation, and performance. Knowledge management processes ensure that knowledge products and services are relevant, accurate, timely, and useable to commanders and decision makers. Knowledge management has three major components: People—those inside and outside the organization who create, organize, share, and use knowledge, and the leaders who foster an adaptive, learning environment. Processes—the methods to create, capture, organize, and apply knowledge. Technology—information systems that help collect, process, store, and display knowledge. Technology helps put knowledge products and services into organized frameworks. Knowledge management exists to help commanders make informed, timely decisions despite the fog and friction of operations. It also enables effective collaboration by linking organizations and Soldiers requiring knowledge. Knowledge management enhances rapid adaptation in dynamic operations. It applies analysis and evaluation to information to create knowledge. Since a wide range of knowledge might affect operations, the commander’s information requirements may extend beyond military matters. Defining these requirements is an important aspect of knowledge management. Establishing their CCIRs is one way commanders define their information requirements. The CCIRs focus development of knowledge products. Reference: FM 3-0, para 7-53 & 7-54

FM CONTINGENCY OPERATIONS
Endstate BCT FM S8 X ESC SBDE FMCO FM SPO COMP TSC ASCC USAFMCOM OSD DA DIV G8 FMC Pax 42 Pax 27 FM DET Pax 25 Pax 6 Pax 29 CORPS STB SHOW SLIDE 12: FM CONTINGENCY OPERATIONS Facilitator’s Note: Discuss this chart (explain how information flows to the FMCO and FM DET) Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) FM planning and operations are performed by FM staff personnel, well versed in both RM and Finance operations, at every level from the Sustainment Brigade (Sust Bde) FM SPO personnel to the Theater Army G-8 and FMC. Effective FM plans and operations require FM planners with the requisite technical and tactical expertise in FM capabilities and systems, understanding of the commander’s intent and a keen awareness of the relationships between FM organizations and their supported units and activities. FMC = Financial Management (FM) Center FMCO = Financial Management Company FM DET = Financial Management Detachment G8/FM = Director, Resource Management FM S8 = Financial Management Section FM SPO = FM Support Operations COMP = Comptroller Technical Coordination Technical coordination encompasses the provision of recommendations and advice to theater commanders and staffs regarding the employment, integration, direction, and control of FM forces for the accomplishment of assigned missions. Technical Coordination Funding Command and Control FM Integration Note: In operations where the senior Sustainment HQ’s is the ESC, the FMC becomes a staff element of the ESC and provides technical coordination to FMCOs and FMDETs through the SBDE FM SPO. 5

LSA #1 Check on Learning Show Slide #13: LSA #1 Check on Learning Facilitator’s Note: Ask the following Questions; (Facilitate discussion on answers given) Q1. What does the seven-step process consist of? A1. Receipt of mission. Mission analysis. COA development. Course of action analysis. Course of action comparison. Course of action approval. Orders production.

LSA #1 Summary Show slide #14: LSA #1 Summary
Facilitator’s Note: In this lesson we discussed the FM Role in MDMP. We showed each step of the process begins with certain input that builds upon the previous steps in the MDMP process. The commander is in charge of the MDMP and decides what procedures to use in each situation.

Receipt of Mission Input Process Output
Receipt of plans, orders and guidance from higher HQs New mission anticipated by the commander Process Gather tools Update FM Estimate Conduct initial assessment Output Cdr’s initial guidance Initial operational timeline Initial WARNO Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE 15: RECEIPT OF MISSION 2. Learning Step / Activity 2. Receive the Mission. Method of Instruction: DSL (large or small group discussion) Facilitator to learner Ratio: 1:30 Time of Instruction: 10 minutes Media: Slides, Printed Reference Materials Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) Instruction / Handout / Oral Presentation / Practical Exercise / PowerPoint Presentation / Slides Step 1 is the receipt of plans, orders, and guidance from higher headquarters or a new mission anticipated by the commander. This step should include the commander’s initial guidance and a decision to conduct initial planning, to include timelines. This step concludes with a warning order to the staff or subordinate units. The Theater Army (TA) G-8 is singularly responsible for all FM (RM & FO) within theater. The TA G-8 is the principal FM advisor to the commander and directs, prioritizes, and supervises the operations and functions of the G-8 staff sections assigned to the G-8 and the CCP. FM planners at all levels and organizations (TA G-8, to the Sust Bde FM SPO, down to the FMDET) will ensure the composite risk management (CRM) process is included as part of each phase of the operations planning process. Risk is a function of the probability of an event occurring and the severity of the event expressed in terms of the degree to which the incident impacts combat power or mission capability. CRM is the Army’s primary decision making process for identifying hazards and controlling risks across the full spectrum of Army missions, functions, operations, and activities. (See ATTP 5-19, Composite Risk Management, for more information). CRM is a five-step process that also serves as an integrating process for the sustainment warfighting function in Army operations. The CRM subjectively quantifies probability and severity through the use of the Army risk assessment matrix leading to a determination of risk level. Risk levels help show relative significance and serve to alert and inform leaders as they make decisions regarding the COA selection and resource allocation. CRM also assists leaders in deciding where and when to apply sustainment assets and information. Step 7 Orders Production

RECEIPT OF MISSION MDMP begins with the receipt or anticipation of a new mission. Purpose of this step is to plan the preparation. Steps in receipt of mission are as follows . . . Operations Section issues a warning order to staff alerting them of the pending planning process. Staff prepares for mission analysis by gathering the tools. Commander and staff conduct a quick initial assessment. Commander issues his initial guidance. In regards to CRM, Commanders should consider if the higher HQ WARNO provided any specific guidance on the level of risk (Extremely High, High, Medium, or Low) that each subordinate commander can accept. Paragraph 3d (coordinating Instructions) Headquarters issues a warning order to subordinate and supporting units. SHOW SLIDE 16: RECEIPT OF MISSION (cont.) Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) The decision-making process begins with the receipt or anticipation of a new mission. This can either come from an order issued by higher headquarters, or derive from an ongoing operation. For example, the commander determines that he has the opportunity to accomplish his higher commander’s intent significantly different from the original course of action because of a change in the enemy disposition. This may cause him to plan for a significantly different COA. As soon as a new mission is received, the unit’s operations section issues a warning order to the staff alerting them to the pending planning process. Unit’s SOPs identify who is to attend, who the alternates are, and where they should assemble. The staff prepares for the mission analysis immediately by gathering the tools needed. These include: Higher headquarters order or plan, with graphics. Unit SOPs and higher headquarters SOPs. Maps of the area of operations. Appropriate FMs. Any existing staff estimates. Once the new mission is received, the commander and staff must do a quick initial assessment. It is designed to optimize the commander’s use of time while preserving time for subordinate commanders to plan and complete combat preparations. This assessment: Determines the time available from mission receipt to mission execution. Determines the time needed to plan, prepare for, and execute the mission for own and subordinate units. Determines the IPB. Ensure the Composite Risk Management (CRM) process is included as part of each phase of the operations planning process. FM 1-06, Chapter 6

LSA #2 Check on Learning Show Slide #17: LSA #2 Check on Learning
Facilitator’s Note: There is no Check On Learning for this LSA.

Facilitator’s Note: In this lesson, we discussed receiving the mission. We discussed the Input, Process, and output of receiving the mission.

MISSION ANALYSIS As part of Mission Analysis, the mission is clearly stated and the commander provides “commander’s intent,” planning guidance and identifies CCIR and EEFIs. FM Planners need to consider: Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development How does the commander’s intent focus FM support efforts? Unit and system capabilities, limitations, and employment including ability to access voice and data systems for FM/C2 Unit organization for FM Operations / Manpower allocations Personnel Strength Data / Unit Strength Maintenance FM Support and Services Prepare estimates Command and support relationships IPB Products Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE 19: MDMP – MISSION ANALYSIS 3. Learning Step / Activity 3. Conduct Mission Analysis. Method of Instruction: DSL (large or small group discussion) Facilitator to learner Ratio: 1:30 Time of Instruction: 25 minutes Media: Slides, Printed Reference Materials Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) During this step FM planners conduct mission analysis. As part of the mission analysis, the mission is clearly stated and the commander provides “commander’s intent,” planning guidance and identifies initial commander’s critical information requirements (CCIR) and essential elements of friendly information are identified. Facilitator’s Note: Facilitate a student-centered discussion on factors FM Planners should consider. Step 7 Orders Production

MISSION ANALYSIS Mission Analysis (con’t)
Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Resource allocation and synchronization of organic and supporting units Locations and movement of FM units Current and near-term (future) execution of FM support Updating the running estimate Knowledge of unit mission and mission of supported/supporting units Identify key specified and implied tasks Identify constraints and how the end state affects FM shortfalls Identify key facts and assumption Prepare, authenticate and distribute the FM Plan in the form of approved annexes, estimates, appendices, and OPLANS Identify initial CCIRS and EEFIs Issue / receive warning order update Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE 20: MDMP – MISSION ANALYSIS (CON’T) Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) Facilitator’s Note: Facilitate a student-centered discussion on factors FM Planners should consider. Step 7 Orders Production

Allows the commander to begin his battlefield visualization.
MISSION ANALYSIS Allows the commander to begin his battlefield visualization. The result is to define the tactical problem and begin the process of determining feasible solutions. The commander conducts his own mission analysis so that he has a frame of reference. Anticipation and prior preparation are keys to a timely mission analysis. CRM is integrated into the 17 tasks of the mission analysis process and remains a constant consideration as staffs maintain running estimates and assessments necessary for timely mission analysis. SHOW SLIDE 21: MDMP – MISSION ANALYSIS (CON’T) Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) Mission analysis is crucial to the MDMP. It allows the commander to begin his battlefield visualization. The result of mission analysis is defining the tactical problem and beginning the process of determining feasible solutions. It consists of seventeen steps, not necessarily sequential, and results in the staff formally briefing the commander. In addition to the staff’s mission analysis, the commander conducts his own mission analysis so that he has a frame of reference to assess the staff’s work. The mission analysis steps include: Identify how the commander's intent focuses FM support efforts. This should not be tied to a specific course of action. Evaluate Unit and system capabilities, limitations, and employment. This includes the ability to access voice and data systems for FM and C2. Evaluate Task Organization to determine command support relationship for FM support. Evaluate Organization of the unit for FM operations; how manpower allocations will be made to subordinate units. Analyze FM personnel strength data to determine current capabilities and project future requirements. Analyze unit strength maintenance, including monitoring, collecting, and analyzing data affecting Soldier readiness. Prepare estimates for personnel replacements requirements, based on estimated casualties, non-battle losses, and foreseeable administrative losses to include critical military occupational skill requirements. Update the running estimate. Identify unit mission and the mission of supported and supporting units. Identify key specified and implied FM tasks and determine which tasks are essential. Identify constraints and limitations and how they affect FM end state. Identify FM key facts and assumptions. Identify recommended CCIRs and status of essential elements of friendly information. Issue/receive warning order update.

LSA #3 Check on Learning Show Slide # 22: LSA #3 Check on Learning
Facilitator’s Note: There is no Check on Learning for this LSA.

Facilitator’s Note: In this lesson, we discussed conduct mission analysis, and the 14 mission analysis steps.

COA Development The COA Development phase for the FM Planner involves:
Development of a broad concept of operation and sustainment concept. Revising planning guidance as necessary. Determining FM resources required to support each COA. Reviewing each COA to ensure it supports the commander’s intent. Determining and refining estimations for each COA. Ensuring FM capabilities, strength impacts, and FM asset vulnerabilities are considered. Ensuring deployment, intra-Theater transit or movements, and redeployment are considered. Ensuring current and future FM operations are included in COA. Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE 24: COA DEVELOPMENT 4. Learning Step / Activity 4. Develop Courses of Action. Method of Instruction: DSL (large or small group discussion) Facilitator to learner Ratio: 1:30 Time of Instruction: 15 minutes Media: Slides, Printed Reference Materials Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) Facilitator’s Note: Facilitate a student-centered discussion on the COA Development process on the next slide. Step 7 Orders Production

COA Development Commander’s guidance and intent focus the staff’s creativity to produce a comprehensive, flexible plan within the time constraints. Commander’s direct participation helps the staff get quick, accurate answers to questions that occur during the process. In COA development, CRM continues to identify and assess hazards but also begins to develop controls and make risk decisions. COAs must meet the criteria of . . . Suitability - accomplishes the mission and complies with the commander’s guidance. Feasibility - the unit has the capability to accomplish the mission in terms of available time, space, and resources. Acceptability - advantage gained by executing the COA justifies the cost in resources, especially casualties. Distinguishability - each COA must differ significantly from others. Completeness. SHOW SLIDE 25: COA DEVELOPMENT (CONT.) Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) After receiving guidance, the staff develops COAs for analysis and comparison. The commander must involve the entire staff in their development. His guidance and intent focus the staff’s creativity to produce a comprehensive, flexible plan within the time constraints. His direct participation helps the staff get quick, accurate answers to questions that occur during the process. Each COA considered must meet these criteria (Screening Criteria): Suitability. It must accomplish the mission and comply with commander’s guidance. Feasibility. The unit must have the capability to accomplish the mission in terms of available time, space and resources. Acceptability. The tactical or operational advantage gained by executing the COA must justify the cost in resources, especially casualties. Distinguishability. Each COA must differ significantly from any others. Significant differences may result from use of reserves, different task organizations, day or night operations, or different scheme of maneuver. Completeness. Each COA must be a complete mission statement. A good COA positions the force for future operations and provides flexibility to meet unforeseen events during execution. It also provides the maximum latitude for initiative by subordinates. The steps for developing courses of action include: Develop of a broad concept of operation and sustainment concept. Revise planning guidance as necessary. Determine FM resources required to support each COA. Review each COA to ensure it supports the commander's intent. Ensure FM capabilities, strength impacts, and FM asset vulnerabilities are considered. Ensure current and future FM operations are included in COA. Ensure the Composite Risk Management process is included in COA development. FM 1-06, Chapter 6

Facilitator’s Note: Ask the following Questions; (Facilitate discussion on answers given) Q1. A good COA positions the force what? A1. Forces for future operations and provides flexibility Q2. How many steps are there for developing a courses of action? A2. Seven

Facilitator’s Note: In this lesson, we discussed the COA Development process.

COA Analysis (War Game)
The COA Analysis (War Game) step is where COAs are refined, the running estimate is updated, and making changes made to the planning guidance. Specific FM planning actions include: Refining the status of all FM friendly forces Listing critical FM events in war gaming Determining how FM events will be evaluated Determining potential decision points, branches, or sequels Assessing the results of the war gaming (from an FM perspective) Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE 28: COA Analysis (War Game) 5. Learning Step / Activity 5. Perform Course of Action Analysis. Method of Instruction: DSL (large or small group discussion) Facilitator to learner Ratio: 1:30 Time of Instruction: 15 minutes Media: Slides, Printed Reference Materials Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) Facilitate a student-centered discussion on the COA Analysis (War Game) Process Step 7 Orders Production

COA Analysis (War Game)
Identifies which COA accomplishes the mission with minimum casualties while positioning the force to retain the initiative for future operations. Helps the commander . . . Determine how to maximize combat power against the enemy while protecting the friendly forces and minimizing collateral damage. Have as near an identical vision of the battle as possible. Anticipate Battlefield events. Determine conditions and resources required for success. Determine when and where to apply the force’s capabilities. Identify coordination requirements to produce synchronized results. Determine the most flexible course of action. SHOW SLIDE 29: COA Analysis (War Game) (Cont.) Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) COA analysis is more commonly referred to as war-gaming. It identifies which COA accomplishes the mission with minimum casualties while best positioning the force to retain the initiative for future operations. It helps the commander and staff: Determine how to maximize combat power against the enemy while protecting the friendly forces and minimizing collateral damage. Have as near an identical vision of the battle as possible. Anticipate battlefield events. Determine conditions and resources required for success. Determine where and when to apply the force’s capabilities. Focus IPB on enemy strengths, weaknesses, center of gravity, desired end-state, and decisive points. Identify the coordination requirements to produce synchronized results. Determine the most flexible COA. The war game is a disciplined process, with rules and steps that attempts to visualize the flow of the battle. The process considers friendly dispositions, strengths and weaknesses; enemy assets and probable COAs; and characteristics of the area of operations. It focuses the staff’s attention on each phase of the operation in a logical sequence. It is the most valuable step during COA analysis and comparison, and should be allocated more time than any other step. The steps for COA Analysis include: Refine the status of all FM friendly forces. Inventory critical FM events in war gaming. Determine how FM events will be evaluated. Determine potential decision points, branches, or sequels. Assess the results of the war gaming (from an FM perspective). FM 1-06, Chapter 6

LSA #5 Check on Learning A2. Show Slide #30: LSA #5 Check on Learning
Facilitator’s Note: Ask the following Questions; (Facilitate discussion on answers given) Q1. COA analysis is more commonly referred to as? A1. War-gaming. Q2. What are the five steps for COA Analysis? A2. Refine the status of all FM friendly forces. Inventory critical FM events in war gaming. Determine how FM events will be evaluated. Determine potential decision points, branches, or sequels. Assess the results of the war gaming (from an FM perspective).

Facilitator’s Note: In this lesson, we discussed perform course of action analysis.

COA Comparison COA Comparison compares the COAs evaluated in Step 4 with the results of the war game to determine the recommended COA. Specific actions include: Refining COAs based on war game results. Comparing relative success of achieving FM success by each COA. Identifying the advantages and disadvantages of each COA. Identifying any critical areas of FM support which may impact on each COA, if any. Identifying major deficiencies in manpower Recommending the best COA from an FM perspective. Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE 32: COA COMPARISON 6. Learning Step / Activity 6. Refine and Compare Courses of Action Method of Instruction: DSL (large or small group discussion) Facilitator to learner Ratio: 1:30 Time of Instruction: 15 minutes Media: Slides, Printed Reference Materials Facilitator’s Note: facilitate discussion on the COA Comparison using the slide Step 7 Orders Production

COA Comparison The COA comparison starts with the commander analyzing and evaluating the advantages and disadvantages of each COA from his perspective. The Commander compares feasible courses of action to identify the one COA that has the highest probability of success against the most likely enemy COA and the most dangerous enemy COA. Pose the minimum risk to soldiers, equipment, and mission accomplishment. Best position the force for future operations. Provide the best flexibility to meet “unknowns” during execution. Provide maximum latitude for initiative by subordinates. SHOW SLIDE 33: COA COMPARISON (Cont.) Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) This step starts with each staff officer analyzing and evaluating the advantages and disadvantages of each COA from his perspective using the evaluation criteria developed earlier. The operators may have a completely different perspective than the logisticians when looking at a COA. The commander and the staff then compare feasible COAs to identify the one that has the highest probability of success against the most likely and most dangerous enemy COA. The selected COA should also: Pose the minimum risk to soldiers, equipment, and mission accomplishment. Best position the force for future operations. Provide the best flexibility to meet unknowns during execution. Provide maximum latitude for initiative by subordinates. The steps for refining and comparing COAs includes: Refine COAs based on war game results. Compare relative success of achieving FM success by each COA. Identify the FM advantages and disadvantages of each COA. Identify any critical areas of FM support which may impact on each COA, if any. Identify major deficiencies in manpower. Ensure the Composite Risk Management process is included in COA comparison. Recommending the best COA from an FM perspective. FM 1-06, Chapter 6

Facilitator’s Note: In this lesson, we discussed refine and compare courses of action.

COA Approval COA Approval. The commander selects and modifies the COA. Specific actions include: Selecting best COA; modifies as necessary. Refining commander’s intent, CCIRs, and essential elements of friendly information. Issuing the warning order. Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE 36: COA Approval 7. Learning Step / Activity 7. Select Course of Action for Approval Method of Instruction: DSL (large or small group discussion) Facilitator to learner Ratio: 1:30 Time of Instruction: 20 minutes Media: Slides, Printed Reference Materials Facilitator’s Note: facilitate discussion on the COA approval process and commander’s intent using the slide Step 7 Orders Production

COA Approval The commander decides on the COA he believes to be the most advantageous. Once the commander has selected a COA: - He may refine his intent statement. - He issues any additional guidance on priorities for CS/CSS. - Issues guidance on orders preparation, rehearsals, and preparation for mission execution. The commander issues a warning order with essential information so that subordinates can refine their plans. SHOW SLIDE 37: COA Approval (Cont.) Facilitator’s Note: (Facilitator read and facilitate discussion using the slide) Upon completion of the decision brief, the commander decides on the COA. If he/she rejects all of the proposed COAs, the staff will have to start over. If the commander modifies a COA, or gives the staff a new one, the staff will have to war-game it. Once the commander has selected a COA, he/she may refine his intent statement, CCIR, and essential friendly information to support the COA. The commander then issues any additional guidance on priorities for CS/CSS activities, orders preparation, rehearsals, and preparation for mission execution. Knowing the risks associated with the COA, the commander decides what level of residual risk he/she will accept to accomplish the mission and approves control measures that will reduce the risks. Based on this---the staff immediately issues a Warning Order (WARNO). FM 1-06, Chapter 6

Facilitator’s Note: In this lesson, we discussed how to select course of action for approval.

Order Production Orders Production. Prepare, authenticate, and distribute the operation plan or order. Step 1 Receipt of Mission Step 2 Mission Analysis Step 3 COA Development FM Planners will ensure Composite Risk Management (CRM) is included in each phase of the operations planning process. Step 4 COA Analysis (War Game) Step 5 COA Comparison Step 6 COA Approval SHOW SLIDE 40: ORDER PRODUCTION 8. Learning Step / Activity 8. Prepare Orders Method of Instruction: DSL (large or small group discussion) Facilitator to learner Ratio: 1:30 Time of Instruction: 15 minutes Media: Slides, Printed Reference Materials Facilitator’s Note: Facilitate a discussion using the slide on the Orders Production process. Identify “best practices” students may have been involved with. Step 7 Orders Production FM 1-06,

Order Production Based on the commander’s decision and final guidance, the staff refines the COA and completes the plan and prepares to issue the order. Finally, the commander reviews and approves orders before the staff reproduces and briefs. Encourage initiative by providing the “what” and “why” of the mission (Task and Purpose). Facilitate synchronization and coordination necessary for mission accomplishment. SHOW SLIDE 41: ORDER PRODUCTION (Cont.) Facilitator’s Note: (Facilitate discussion on areas below using the slide) Based on the commander’s decision and final guidance, the staff refines the COA and completes the plan and prepares to issue the order. The commander reviews and approves the order before the staff reproduces and briefs them. The commander and staff should conduct confirmation briefings with subordinates immediately following orders issue to ensure they understand the concept and intent. The steps for preparing orders includes: Prepare OPORD. Prepare input to the Sustainment Annex including but not limited to the following items: Personnel Readiness Management: Personnel augmentation and manning requirements- stop-move. Priority of fill. Individual Soldier readiness. Cross-leveling. Key leader/crew replacements. Personnel Accountability: System of record. Initial manifesting/processing. Guideline for reporting. Accountability of contractors and other civilians. Strength Reporting: Timeline reporting format for PERSTAT. Timeline reporting format for JPERSTAT. Essential Personnel Services: ID cards/tags. Awards authority and processing. Promotion processing. Military pay/entitlements. Personnel action requests. Leaves and passes; R&R guidance and allocation by subordinate unit. Evaluation reports. Line of Duty Investigations. Other EPS functions as necessary. Postal Operations: Initial restrictions. Addresses; supporting postal organization. Scheduled delivery/retrograde. Casualty mail. Morale, Welfare, and Recreation Operations. ARC support/procedures and processing. In-country MWR support. AAFES support. FM 1-06, Chapter 6

Orders Format Place the classification at the top and bottom of every page. Change from verbal order, if any. Initial heading: Copy ___ of ___ copies Issuing headquarters Place of issue (coordinates) Date-time group of signature Message Reference Number OPERATION PLAN/ORDER (number)(code name). References: A list of maps, charts, datum, or other documents required to understand the order. Time Zone Used Throughout the Order: Use Zulu for operations spanning more than one time zone. SHOW SLIDE 42: ORDERS FORMAT Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) It is critical to understand the development of an OPORD using the five paragraph field order format. OPORDs describe the specific actions necessary to achieve the commander’s intent and concept. It is essential to communicate this information clearly while retaining simplicity and brevity. FM 1-06, Chapter 6

Facilitator’s Note: In this lesson, we discussed Preparing Orders.

Operational Variables
PMESII-PT Political Military Economic Social Information Infrastructure Physical Environment Time SHOW SLIDE 45: OPERATIONAL VARIABLES 9. Learning Step / Activity 9. Interpret the Operational and Mission Variables Method of Instruction: DSL (large or small group discussion) Facilitator to learner Ratio: 1:30 Time of Instruction: 10 minutes Media: Slides, Printed Reference Materials Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) The FM mission is to ensure that proper financial resources are available to accomplish the mission in accordance with (IAW) commanders’ priorities. These capabilities are conducted by properly sized, modular FM structures in the context of FM operations planned and executed in consideration of operational variables such as political, military, economic, social, information, infrastructure, physical environment and time The operational variables are directly relevant to campaign planning; however, they are too broad to be applied directly to tactical planning. That does not mean they are not of value at all levels; they are fundamental to developing the understanding of the operational environment necessary to conduct planning at any level, in any situation. Political. Describes the distribution of responsibility and power at all levels of governance or cooperation. Military. Explores the military capabilities of all relevant actors in a given operational environment. Economic. Encompasses individual behaviors and aggregate phenomena related to the production, distribution, and consumption of resources. Social. Describes the cultural, religious, and ethnic makeup within an operational environment. Information. Describes the nature, scope, characteristics, and effects of individuals, organizations, and systems that collect, process, disseminate, or act on information. Infrastructure. Is composed of the basic facilities, services, and installations needed for the functioning of a community or society. Physical Environment. Defines the physical circumstances and conditions that influence the execution of operations throughout the domains of air, land, sea, and space. Time. Influences military operations within an operational environment in terms of the decision cycles, tempo, and planning horizons. FM 1-06, Chapter 6

Mission Variables – METT-TC
Enemy Terrain and Weather Troops and Support Available Time Available Civil Considerations SHOW SLIDE 46: MISSION VARIABLES Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) Upon receipt of a WARNO or mission, leaders narrow their focus to six mission variables. Mission variables such as mission, enemy, terrain and weather, troops and support available, time available and civil considerations (METT-TC). Mission variables (METT-TC) are those aspects of the operational environment that directly affect a mission. Mission - The mission is the task, together with the purpose, that clearly indicates the action to be taken and the reason. Enemy - Relevant information regarding the enemy may include the following: Dispositions (including organization, strength, location, and mobility). Doctrine (or known execution patterns). Personal habits and idiosyncrasies. Equipment, capabilities, and vulnerabilities. Probable COAs. Terrain and Weather - These are natural conditions that profoundly influence operations. Terrain and weather are neutral; they favor neither side unless one is more familiar with—or better prepared to operate in—the environment. Troops and Support Available - The number, type, capabilities, and condition of available friendly troops and support available. These include the resources available from joint, interagency, multinational, host nation (HN), commercial (via contracting), and private organizations. Time Available - Time is critical to all operations. Controlling and exploiting time is central to initiative, tempo, and momentum. By exploiting time, commanders can exert constant pressure, control the relative speed of decisions and actions, and force exhaustion on enemy forces. Civil Considerations - Understanding the operational environment requires understanding the civil aspects of the AO. Civil considerations reflect how the manmade infrastructure, civilian institutions, and the attitudes and activities of the civilian leaders, populations, and organizations within an AO influence the conduct of military operations. FM 1-06, Chapter 6

Facilitator’s Note: In this lesson, we discussed how to interpret the operational and mission variables.

PLANNING AND OPERATIONS PROCESS: FMCO commanders and their subordinate Detachment commanders conduct tactical level FM planning and operations. Forecast FM requirements based on changing Conditions as the operation progresses. Make timely decisions to exploit opportunities or address unforeseen requirements. Financial Management Core Competencies Principles must be integrated in the planning and execution SHOW SLIDE 49: FM PLANNING AND OPERATIONS 10. Learning Step / Activity 10. Interpret the FM Role in Planning and Operations Method of Instruction: DSL (large or small group discussion) Facilitator to learner Ratio: 1:30 Time of Instruction: 30 minutes Media: Slides, Printed Reference Materials Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) Army commanders and their staffs use two doctrinal planning processes to integrate activities during planning: the Military Decision making Process (MDMP) and troop leading procedures (TLP). Units and headquarter elements with a formally organized staff employ MDMP to provide structure to help commanders and staffs develop estimates, plans, and orders. At the lowest tactical echelons of FM, FMCOs and FMDETS use TLP to plan and execute FM missions. These planning processes are a means to an end and depend heavily on the commander’s ability to visualize and describe the operation. Facilitator’s Note: These two functions are comprised of the following core competencies: fund the force, banking and disbursing support, pay support, accounting support and cost management, FM planning and operations, and management internal controls. FM 1-06, Chapter 6

Financial Management Core Competencies
SHOW SLIDE 50: FM CORE COMPETENCIES Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) The FM mission transformed to include support to stability operations such as providing FM support to host nation banking institutions, developing economic assessments for a theater of operation, and coordinating with nongovernmental, interagency, and intergovernmental organizations to implement the U.S. instrument of economic power. Given these changes, FM has revised its core competencies to reflect the broad reach of FM operations throughout the Army. These six core competencies are fund the force, provide banking and disbursing support, provide pay support, provide accounting support and cost management, conduct FM planning and operations and perform management internal controls. FUND THE FORCE: Fund the force is the critical capability within the FM competency resource management that matches legal and appropriate sources of funds with thoroughly vetted and validated requirements. FM leaders execute this core FM capability across the full spectrum of military operations. Fund the force applies to all levels of war – strategic, operational and tactical. BANKING AND DISBURSING SUPPORT: Banking support is the provision of cash, non-cash and E-Commerce mechanisms necessary to support the theater procurement process to provide support to U.S. and non-U.S. PAY SUPPORT: FM includes the provision of full U.S. pay support (including civilian pay where not supported by DFAS), travel support, local and partial payments, check-cashing and currency exchange to Soldiers, civilians and U.S. contractors, and non-U.S. pay support (e.g., enemy prisoner of war (EPW), host nation employees, day laborers, civilian internee (CI)). ACCOUNTING SUPPORT AND COST MANAGEMENT: Accounting requirements for full spectrum operations are immense, and they begin before the first troop deployment. FINANCIAL MANAGEMENT PLANNING AND OPERATIONS: Full spectrum operations require a standardized and systematic approach to planning that remains flexible and responsive in light of constant changes to the OE. MANAGEMENT INTERNAL CONTROLS: Managers’ Internal Control Program, all commanders and managers have a statutory and inherent responsibility to establish and maintain effective management controls, assess areas of risk, identify and correct weaknesses in those controls and keep their superiors informed. Financial managers coordinate management controls throughout the unit. FM 1-06, Chapter 6

Principles of Financial Management
SHOW SLIDE 51: PRINCIPLES OF FINANCIAL MANAGEMENT Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) There are six FM principles: stewardship, synchronization, anticipation, improvisation, simplicity, and consistency. These principles are critical to maintaining combat power, operational reach throughout the levels of war, and the endurance of Army forces. Although independent of one another, these principles must be integrated in the planning and execution of FM operations at the strategic, operational and tactical levels of war. FM 1-06, Chapter 6

FM Planning is a continuous process that evaluates current and future operations FM CRITICAL TASKS Develop & Maintain FM running estimate Understand unit mission ID constraints & limitations ID key facts & assumptions Formulate FM support Determine FM resources ID specified/implied tasks Prepare FM Plan Formulate CCIR Planning FM Policies Guidance Key FM Planning Information Task Org PDSS RM Advice unit preparation deployment/redeployment cost capturing methods Lead service designated Prepare FM appendix review requirements resourcing processes approval authorities reimbursement procedures request appropriations Theater policies Develop/Assess COAs Continuous Process SHOW SLIDE 52: FM PLANNING AND OPERATIONS (PLANNING) Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) FM Planning sets the conditions for effective, decentralized FM support to the modular force. Planning activities initially focus on gathering information and mission analysis, then on to development of COAs, the assessment of COAs, and ultimately result in staff recommendations to the commander for decision. The Finance Operations (FO) mission is to support the sustainment of Army, joint, and multinational operations through the execution of key FO tasks. These key FO tasks are to provide timely commercial vendor and contractual payments, various pay and disbursing services, oversee and manage the Army’s Banking Program and to implement FM policies and guidance prescribed by the Office of the Under Secretary of Defense (Comptroller) (OUSD(C)) and national FM providers (e.g., U.S. Treasury, Defense Finance and Accounting Service (DFAS), Federal Reserve Bank (FRB)). The combined efforts of RM and FO work to extend Army forces’ operational reach and prolong operational endurance, thereby allowing commanders to accept risk and create opportunities for decisive results. The G-8 develops, coordinates and synchronizes theater FM policy, requirements, and support. It manages the Planning, Programming and Budget Execution (PPBE) process, identifies resource requirements and determines sources of funding for ADCON and ASOS functions (Fund the Force). The G-8 provides advice and guidance concerning FM planning and execution, and synchronizes FM operations within the JOA. It performs and oversees management internal controls, cost management, and accounting functions as required by the combatant commander. The G-8 mission is governed by regulatory guidance emanating from public law. The ASA (FM&C) and DFAS provide guidance on the proper use, safeguarding, and disbursement of public funds in support of operations. The resource management branch plans and coordinates FM policy and support. The resource management branch director supervises the management section and the plans and programming section. The branch capabilities include: Providing oversight to the coordination of the force flow for FM units. Managing the review and draft of policy, SOPs, and OPLAN annexes. Developing the Command's five year Internal Control Evaluation Plan. Coordinating all external audits by U.S. Government Accountability Office (GAO)/AAA/ DODIG. Providing oversight of the FM staff assistance visits to subordinate RM offices. Coordinating the development of the Combatant Commander’s Integrated Priority List (IPL) in coordination with the Combatant Command J-8. Coordinating the Command's annual Contract Management Review Board. Providing oversight to the coordination of the Program Objective Memorandum (POM) submission for the Command. Coordinating ADCON and ASOS RM functions. Coordinating command and staff PPBE support to geographic combatant commander. PREPARE RECOMMENDATIONS FM unit & system capabilities, limitations, and employment Risk identification and mitigation FM support relationships allocation & employment synchronization Resource allocation & employment Location & movement of FM units Assess FM 1-06, Chapter 6

SHOW SLIDE 53: THEATER ARMY G-8
Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) The RM mission is to analyze resource requirements, ensure commanders are aware of existing resource implications in order for them to make resource informed decisions, and then obtain the necessary funding that allows the commander to accomplish the overall unit mission. Key RM 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 Managers’ Internal Control Program (MIC Program). The Finance Operations (FO) mission is to support the sustainment of Army, joint, and multinational operations through the execution of key FO tasks. These key FO tasks are to provide timely commercial vendor and contractual payments, various pay and disbursing services, oversee and manage the Army’s Banking Program and to implement FM policies and guidance prescribed by the Office of the Under Secretary of Defense (Comptroller) (OUSD(C)) and national FM providers (e.g., U.S. Treasury, Defense Finance and Accounting Service (DFAS), Federal Reserve Bank (FRB)). The combined efforts of RM and FO work to extend Army forces’ operational reach and prolong operational endurance, thereby allowing commanders to accept risk and create opportunities for decisive results.

MDMP verses TLP Units and headquarter elements with a formally organized staff employ MDMP to provide structure for development of estimates, plans and orders. At the lowest tactical echelons of FM, FMCOs and FMDETS use TLP to plan and execute FM missions. Both depend heavily on the commander’s ability to visualize and describe the operation. Understanding and framing the problem for desired end state Course of Action (COA) selection: Formulate specified FM tasks to subordinate FM staffs (i.e., G-8s and FM SPOs and units (i.e., FMCs, FMCOs, and FMDETs). Formulate FM running estimates. Identify required FM staff actions. Develop assessment framework. SHOW SLIDE 54: MDMP VERSUS TLP Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) The operations process synchronizes the FM planning functions which include: Plan: Making plans that support the operational mission and providing commanders with options on how best to utilize FM assets within their organizations. The FM planner is focused on translating the commander’s visualization into a specific COA. Prepare: Preparing and setting the conditions for success requires an understanding of the operating environment. FM providers anticipate requirements and set into motion activities that allow the force to transition to execution. Execution: Making execution and adjustment decisions to exploit opportunities or un forecasted requirements providing commanders with the flexibility required to be proactive. Assess: Continual assessment allows the FM provider to learn and adapt as new information becomes available that provides a clearer picture of the operating environment. FM 1-06, Chapter 6

FM PLANNING USING THE MILITARY DECISIONMAKING PROCESS (MDMP)
SHOW SLIDE 55: FM PLANNING USING MDMP Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) Throughout the MDMP, the FM planners should consider how the information being developed impacts FM support to the operation. FM planners must tailor FM support to the particular operational element of FSO emphasized during a particular phase of an operation. FM units employing the MDMP to conduct FM mission planning should tailor and modify the actual steps of MDMP to suit the unique nature of FM operations FM planning sets the conditions for the effective and decentralized provision of FM support to theater forces within the AO. FM 1-06, Chapter 6

Critical Task during Planning Process
FM Critical Task during Planning Process The appropriate FM staff (Theater Army through TSC and Div G-8s, FMC, and FM SPOs in the ESC and Sust Bde) perform the following critical tasks during the planning process: Develop and maintain the FM running estimate. Understand the unit mission and the mission of supported and supporting units to include location of each element. Identify specified and implied tasks to include identification of mission essential tasks for subordinate FM units and FM staff elements. These tasks apply across the full spectrum of FM, both resource management and finance operations. Identify constraints and limitations that impact FM operations. Identify key facts and assumptions that impact FM support to the operation. Formulate the concept of FM support in line with the overall concept of operation and the commander’s intent. SHOW SLIDE 56: FM CRITICAL TASK DURING PLANNING PROCESS Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) FM planning sets the conditions for the effective and decentralized provision of FM support to theater forces within the AO. Planning activities typically associated with MDMP initially focus on gathering information and mission analysis followed by COA development, COA assessment, and ultimately results in a COA recommendation to the commander. FM 1-06, Chapter 6

Continued Critical Task
Determine FM resources required to support the operation by COA (to include special funding authorities to support the COA – refer to Appendix B for a list of existing authorities). Prepare, authenticate, and distribute the FM plan in the form of approved annexes, estimates, and OPLANS. Formulate and recommend Commander’s Critical Information Requirement (CCIR). Possible FM CCIR include the following: Major loss of funds equal to or in excess of $750. Less than 3 days’ supply of U.S./Foreign Currency available to support operations. Unauthorized commitments and/or possible ADA violations. Critical shortage of available special program funding (e.g., CERP, Small Rewards Program, Train and Equip). Critical FM systems outages that significantly degrade FM operations. SHOW SLIDE 57: CONTINUED CRITICAL TASK Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) FM planning sets the conditions for the effective and decentralized provision of FM support to theater forces within the AO. Planning activities typically associated with MDMP initially focus on gathering information and mission analysis followed by COA development, COA assessment, and ultimately results in a COA recommendation to the commander. FM 1-06, Chapter 6

Example of FM Running Estimate Template
SHOW SLIDE 58: FM RUNNING ESTIMATE TEMPLATE Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) FM Running Estimate Facilitator’s Note: Go over each step with class to show how a running estimate is built. Using this example. FM 1-06, Chapter 6

SHOW SLIDE 59: FM RUNNING ESTIMATE TEMPLATE (CONT.)
Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) FM Running Estimate Facilitator’s Note: Go over each step with class to show how a running estimate is built. Using this example. FM 1-06, Chapter 6

Preparation TROOP LEADING PROCEDURES (TLP)
Leaders of FM companies and detachments use TLP to develop plans and orders. Both TLP and the MDMP are linked by the basic Army problem solving methodology FM companies and detachments, lack a formal staff and rely on TLP to plan and prepare for operations. FMCO, develop a plan, and prepare for operations. FM efforts at the FMCO and detachment level must be nested with Theater Army FM operations and initiatives. FM leaders within the FMCOs and FMDETs rely on information contained in higher headquarters orders, plans, and staff running estimates to develop their METT-TC analysis. SHOW SLIDE 60: PREPARATION Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) Preparation: TROOP LEADING PROCEDURES (TLP) Leaders of FM companies and detachments use TLP to develop plans and orders. Both TLP and the MDMP are linked by the basic Army problem solving methodology FM companies and detachments, lack a formal staff and rely on TLP to plan and prepare for operations. FMCO, develop a plan, and prepare for operations. FM efforts at the FMCO and detachment level must be nested with Theater Army FM operations and initiatives. FM leaders within the FMCOs and FMDETs rely on information contained in higher headquarters orders, plans, and staff running estimates to develop their METT-TC analysis FM 1-06, Chapter 6

DEVELOP THE CDR’S INITIAL INTENT
Commanders from company level up prepare an intent statement. Commander’s intent is a clear concise statement of what the force must do to succeed with respect to the enemy and the terrain and to the desired end state. Intent provides the link between the mission and the concept of operation by stating key tasks that, along with the mission, are the basis for subordinates to exercise initiative when unanticipated opportunities arise or when the original concept of operation no longer applies. Key tasks Purpose Endstate SHOW SLIDE 61: DEVELOP THE CDR’S INITIAL INTENT Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) Develop the Commander’s Initial Intent: Commanders from company up prepare an intent statement. The intent statement at any level must support the intent of the next higher commander. The commander’s intent is a clear, concise statement of what the force must do to succeed with respect to the enemy and the terrain and to the desired end state. It provides the link between the mission and the concept of the operations by stating the key tasks that along with the mission, are the basis for subordinates to exercise initiative when unanticipated opportunities arise or when the original concept of the operations no longer applies. It contains Purpose, Key tasks, and End state. FM 1-06, Chapter 6

Execution COMMAND AND CONTROL
Command and control is the exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of a mission. Commanders initiate the actions of influence and synchronize the elements of combat power to impose their will on the situation and defeat the opponent (FM 6-0). FM theater operations are commanded and controlled through a network of explicit command and staff relationships and implicit coordination between staffs that exist from the TA G-8 down to the lowest tactical FM unit – the FMDET. SHOW SLIDE 62: EXECUTION Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) Execution: Sustainment Brigade rely on the Sustainment Brigade’s FM SPO to integrate and coordinate its FM operations. Sustainment Brigade CDR bears overall responsibility for compliance of FM units with established internal controls and works with the FMC to ensure that those FM units under his command and control do in fact comply with all applicable laws and regulations governing FM operations. Successful mission command of FM operations hinges on subordinate FM leaders at all echelons exercising disciplined initiative within the commander’s intent to accomplish missions. Mission command requires a command atmosphere of knowledge sharing, trust and mutual understanding. Mission command consists of five elements: commander’s intent, individual initiative, mission orders, and resource allocation and information systems. FM 1-06, Chapter 6

STAFF PROCEDURES & DECISION MAKING
TIME SAVING TECHNIQUES (PG 3-59) Commander increases involvement Commander issues more directive guidance, limiting options Commander limits the number of COAs developed and war-gamed Maximize parallel planning -- the norm, however, critical in a time-constrained environment SHOW SLIDE 63: STAFF PROCEDURES AND DECISION MAKING Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) Time saving procedures - When forced to execute MDMP in a time-constrained environment, there are several things that you can do. The commander can increase involvement, and focus the staff on specific aspects of the operation. He makes decisions during the process without waiting for detailed briefings after each step. The second technique is for the commander to become more directive in his guidance, limiting options. This saves the staff time by focusing members on those things the commander feels are most important. The third technique, and the one that saves the most time, is for the commander to limit the number of COAs developed and war-gamed. In extreme cases, he can direct that only one course of action be developed. The goal is an acceptable COA that meets mission requirements in the time available, even if it is not optimal. The fourth technique is maximizing parallel planning. Although parallel planning is the norm, maximizing its use in a time-constrained environment is critical. In a time-constrained environment, the importance of a warning orders increases as available time decreases. A verbal warning order now is worth more than a written order one hour from now. FM 1-06, Chapter 6

Integrate CRM into all phases of missions and operations
Integrate CRM into all phases of missions and operations. Effective CRM requires that the process be integrated into all phases of mission or operational planning, preparation, execution, and recovery. · Make risk decisions at the appropriate level. · Accept no unnecessary risk. · Apply the process cyclically and continuously. · Do not be risk averse. Identify and control the hazards; complete the mission. SHOW SLIDE 64: CRM Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) Make risk decisions at the appropriate level. As a decision making tool, CRM is only effective when the information is passed to the appropriate level of command for decision. Commanders are required to establish and publish approval authority for decision making. This may be a separate policy, specifically addressed in regulatory guidance, or addressed in the commander's training guidance. Approval authority for risk decision making is usually based on guidance from higher HQ. Accept no unnecessary risk. Accept no level of risk unless the potential gain or benefit outweighs the potential loss. CRM is a decision making tool to assist the commander, leader, or individual in identifying, assessing, and controlling risks in order to make informed decisions that balance risk costs (losses) against mission benefits (potential gains). Apply the process cyclically and continuously. FM planners at all levels and organizations will ensure the composite risk management (CRM) process is included as part of each phase of the operations planning process. Do not be risk averse. Identify and control the hazards; complete the mission. CRM is a continuous process applied across the full spectrum of Army training and operations, individual and collective day-to-day activities and events, and base operations functions. It is a cyclic process that is used to continuously identify and assess hazards, develop and implement controls, and evaluate outcomes. Step 1 – Identify hazards. Step 2 – Assess hazards to determine risk. Step 3 – Develop controls and make risk decisions. Step 4 – Implement controls Step 5 – Supervise and evaluate. Risk is a function of the probability of an event occurring and the severity of the event expressed in terms of the degree to which the incident impacts combat power or mission capability. CRM is the Army’s primary decision making process for identifying hazards and controlling risks across the full spectrum of Army missions, functions, operations, and activities, CRM serves as an integrating process for the sustainment warfighting function in Army operations. See FM 5-19, Composite Risk Management, for more information. FM 1-06, Chapter 6

Possible Source That Can Aid FM Planners:
State Department: The State Department has a worldwide network of embassies. • Useful Web-sites. CIA World Fact Book: World Bank Data and Research Site: or Intelligence preparation of the battlefield (IPB) related data: Civil affairs data: Show Slide #65: Possible Source That Can Aid FM Planners Facilitator’s Note: (Facilitator read and facilitate discussion on areas below using the slide) The following are sources that can aid FM Planners: Embassies are excellent sources of detailed information on banking and economic support for a particular country. Embassy staffs routinely do country studies that, if current, can provide the bulk of the information you may need to conduct an economic analysis or survey. A good library is another excellent source of information. Staff FM planners (G-8s and FM SPOs) rely on their military intelligence counterparts on the headquarters staff for this information. FM small unit leaders rely on the Sust Bde FM SPO for IPB material. The IPB with its overlays, can provide excellent current information regarding information on possible enemy COAs, terrain, possible main supply routes, and sites for sustainment facilities. CA with its unique interaction and continuous dialogue with indigenous populations, institutions, intergovernmental organizations, NGOs, and U.S. agencies and organizations can provide valuable information in support of the sustainment mission and overall geographic combatant commander’s plan. Much of this information is relevant to FM operations as well, especially during Stability Operations. FM 1-06, Chapter 6

Facilitator’s Note: Ask the following Questions; (Facilitate discussion on answers given) Q1. FM has revised its core competencies to reflect the broad reach of FM operations throughout the Army. What these six core competencies? A1. FUND THE FORCE: BANKING AND DISBURSING SUPPORT: Banking support is the provision of cash, non-cash and E-Commerce mechanisms necessary to support the theater procurement process to provide support to U.S. and non-U.S. PAY SUPPORT: ACCOUNTING SUPPORT AND COST MANAGEMENT: FINANCIAL MANAGEMENT PLANNING AND OPERATIONS: MANAGEMENT INTERNAL CONTROLS:

Facilitator’s Note: In this lesson, we discussed how to interpret the FM Role in Planning and Operations.

TLO Check on Learning SHOW SLIDE #68: TLO Check on Learning
Facilitator’s Note: Facilitator, have each group as a group write down one question from this lesson, give about five minutes. Once all groups have their question written, pass it to another group to answer it. Facilitate a discussion on each question.

Terminal Learning Objective
ACTION: Conduct Financial Management (FM) Planning and Operations CONDITIONS: FM Leaders in a classroom environment working as a member of a small group, using doctrinal and administrative publications, self-study exercises, personal experiences, practical exercises, handouts, and discussion. STANDARD: With at least 80% accuracy (70% for international learners) you must: Interpret the MDMP Process Receive the Mission Conduct Mission Analysis Develop Courses of Action Perform Course of Action Analysis Refine and Compare Courses of Action Select Course of Action for Approval Prepare Orders Interpret the Operational and Mission Variables Interpret the FM Role in Planning and Operations SHOW SLIDE 69: TERMINAL LEARNING OBJECTIVE Facilitator’s Note: Read TLO Or Facilitator’s Note: During and throughout this lesson, we have discussed how FM planners with the requisite technical and tactical expertise in FM capabilities and systems, understanding of the commander’s intent and a keen awareness of the relationships between FM organizations and their supported units and activities. Vital to the successful execution of FM operations Planning, preparation, execution, and assessment of FM must be deliberate and integrated into the command’s operations plan (OPLAN). Be technically and tactical expertise in FM capabilities and systems, commander’s intent and their supported units and activities. Well versed in both RM and Finance operations Facilitator’s Note: Facilitator's at this time, have one learner from each group to explain the most important take away to them from this lesson. Facilitate a discussion on each answer.

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