1. Doctrine Update Mr. Clinton J. Ancker III As of 4 February 2013
Director, Combined Arms Doctrine Directorate (CADD)
Fort Leavenworth, Kansas

2. Tactics and Procedures
Doctrine 2015 Overview
Army Doctrine
Publications (ADP)
ADRP 3-28
[15 ADPs]
Fundamental
principles
Army Doctrine Reference
Publications (ADRP)
[1 per ADP]
Detailed information on
fundamentals
Field Manuals (FM)
Field
Manual
Field
Manual
Field
Manual
Field
Manual
Field
Manual
Field
Manual
[50 FMs]
This shows the overall structure of Doctrine
Prior to this we were transitioning from a body of literature that was captured in only Field Manuals, and had about 550 FMs when we started conversion in 2009 into doctrine reengineering. Doctrine Reengineering broke doctrine down into FMs and ATTP – Army Tactics, Techniques, and Procedures Manauls.
Doctrine 2015 takes the process even further, by separating out the four major categories of doctrine information into Principles, Tactics, Techniques, and Procedures, with each category having its own manual, or part of a manual.
This is a true hierarchy, in that those manuals at the top drive those below them. If there is a conflict, the higher level manual is authoritative. These manual s also go from general (ADP) down to specific (ATP), with each level getting more and more detailed.
This breakout was done to facilitate updating information more rapidly. The lower levels are the ones that change the fastest. By breaking them out into separate manuals we can update these more rapidly without having to change the whole body of information on a specific subject.
Finally, this breakout makes it easier to access and understand what each member of the profession is responsible for in doctrine. At the top, the ADP represent the information every professional should be conversant with. As you go down the hierarchy, each level represents a more specialized body of knowledge. What an individual needs to know is based on his or her branch, grade, and assignment.
Tactics and Procedures
Army Techniques Pubs (ATP)
Techniques
Techniques
Techniques
Techniques
Techniques
Techniques
Authenticated version on APD
Input through wiki version

3. Army Doctrine Publications (ADP)
A Department of the Army Publication that contains the “Fundamental principles by which the military forces or elements thereof guide their actions in support of national objectives. It is authoritative but requires judgment in application (JP 1-02).”
Explains the fundamentals of the subject and how these support ADP 3-0, Operations.
ADP 1 (The Army), 3-0 (Unified Land Operations), 7-0 (Training), and 6-22 (Army Leadership) are approved by the Chief of Staff of the Army. All other ADPs approved by the CAC CG.
Generally limited to approximately 10 pages.
Start by clearly defining the essential information, the true fundamentals that guide the employment of forces.
Do so by capturing this essential information in a small number of Army Doctrine Publications (ADP), each about 10 pages, focused on the major subjects that guide the force
At the top is The Army – ADP 1 – the role of the Army in society.
Below that we have the three ADP that lay out the basis what we do as am Army leadership, operations, and training.
Below Operations, we have the foundations of Decisive Action – offense, defense, stability, and DSCA, the operations process, and Terms and Graphics. These define the essential components of how we operate in the field.
Next we have the warfighting functions, how we group tasks for the conduct of operations. Note that we have added SOF here. Not a warfighting function, but a recognition that we must incorporate SOF into everything we do.
Current plan is for the ADPs to have a single video book that visually portrays the key ideas.
VideoBook
Demo

4. Army Doctrine Reference Publications (ADRP)
All ADPs are supported by an ADRP with details on the fundamentals “to ensure a common understanding of the fundamentals across the force”
A 10 page ADP obviously leaves out a lot of information that is still necessary for the conduct of operations. For example, FM 3-0 included information on what specific tasks were associated with each warfighting function. ADRP 3-0 will include this information. Such issues of which warfighting function is responsible for EW, internment and resettlement, etc. that used to be in FM 3-0, are now in ADRP 3-0.
Thus, the ADRP provides a more fully developed discussion of fundamentals and captures key information not possible in a ten page document. These manuals are generally less than 100 pages.
Each ADRP will have an accompanying interactive media instruction program that will guide the reader through the key points of the ADP and ADRP through graphics, videos, voice-overs, and quizzes to test knowledge of the subject.
ADPs are supported by an ADRP - “detailed explanation of all doctrinal principles which provide the foundational understanding so everyone in the Army can interpret it the same way.”
Army Doctrine (Department of the Army Publication) of less than 100 pages and approved by the CAC CG.
IMI
Demo

5. Field Manuals (FM)
Field
Manual
Field
Manual
Field
Manual
Field
Manual
Field
Manual
Field
Manual
Army Doctrine (Department of the Army Publication) that lays out tactics and procedures:
Main body (maximum of 200 pages) contains tactics -“The employment and ordered arrangement of forces in relation to each other (JP 1-02).”
Appendices contain procedures - “standard, detailed steps that prescribe how to perform specific tasks (JP 1-02”). Procedures require stringent adherence to steps without variance.
Describes how the Army executes operations described in ADP.
FMs are approved by the CAC CG as the TRADOC proponent for Army Doctrine.
There will be 50 FMs.
Next tier consists of 50 Field Manuals
In the body of the manual (limited to 200 pages), the FMs contain primarily tactics – the ordered arrangement and employment of forces on operations, but also allows some other types of important information.
The appendices for the FMs contain procedures – prescriptive ways of doing things that must be standardized across the Army (examples - five paragraph field order format, nine-line MEDEVAC format, other reports and message formats, control measures, etc.)
One of the major features of Doctrine 2015 will be a Doctrine Knowledge Map that will present all of the information contained in Doctrine in an easy to access, intuitive program available either on the Web or in a DVD. It will provide easy access to information, graphics depicting the major ideas in doctrine, and access to all unlimited distribution manuals in one convenient location. Links will be provided to video books, IMIs, professional forums, and other websites related to doctrine.
The next slide shows the current slate of 50 FMs.
Doctrine
Knowledge Map
Demo

6. Doctrine 2015 FMs Decisive Action Warfighting Functions
Stability
Operations
FM 3-90/1
Offense
And
Defense
FM 3-90/2
Recon, Security and Enabling Tasks
FM 2-0
Intelligence
FM 3-05
Army Special Operations
FM 3-09
Field Artillery Operations
FM 4-95
Logistics Operations
FM 6-0
Commander and Staff Officer Guidance
Decisive Action
FM 3-95
Infantry Brigade
Combat Team Operations
FM 3-96
Armored
Brigade Combat Team Operations
FM 3-97
Stryker Brigade Combat Team Operations
FM 3-98
Recon and Security Organizations
FM 5-02
Operational Environment
FM 27-10
The Law of Land Warfare
FM 6-99
Report and Message
Format
FM 7-15
Army Universal Task List
Warfighting Functions
Reference Publications
FM 1-0
Human Resources Support
FM 1-04
Legal
Support to
the Operational
Army
FM 1-05
Religious Support
FM 1-06
Financial Management Operations
FM 3-01
Air and Missile Defense Operations
FM 3-04
Aviation Operations
FM 3-11
CBRN Operations
FM 3-34
Engineer Operations
FM 3-39
Military Police Operations
FM 3-55
Information Collection
FM 3-81
Maneuver
Enhancement BDE
FM 3-53
Military Information Support Operations
FM 3-57
Civil Affairs
FM 3-61
Army Public Affairs
FM 4-01
Transport-ation
FM 4-02
Army
Health
System
FM 4-30
Ordnance Operations
FM 4-40
Quarter-master
Operations
FM 6-02
Signal Support to Operations
Other
Echelons
FM 3-94
Echelons Above
Brigade
Branches
Under Development = PD development through first draft staffing
Out for Staffing = Final draft staffing
Prep for Publication = Final draft adjudication to submission to APD
Publish = Doctrine is published FM
HUMINT Collector Operations
FM 3-13
Inform and Influence Activities
FM 3-14
Army
Space Operations
FM 3-16
Multinational Operations
FM 3-22
Army
Support to Security Cooperation
FM 3-24
Counter-
insurgency
FM 7-22
Army Physical
Readiness Training
FM 3-27
Army Global Ballistic Missile Defense Operations
FM 3-38
Cyber- Electromagnetic Activities
FM 3-50
Personnel
Recovery
FM 3-52
Airspace Control
FM 3-63
Internment and Resettlement
FM 3-99
Airborne
and Air Assault Operations
Special Category
Types of Operations/Activities

7. Feeder for changes to approved pub
Army Techniques Pubs
Techniques
Techniques
Techniques
Techniques
Techniques
Techniques
Departmental
Publication
On Wiki Site –
Feeder for changes to approved pub
Draft
Techniques
Draft
Techniques
Draft
Techniques
Draft
Techniques
Draft
Techniques
Draft
Techniques
Publications that contain techniques - “Non-prescriptive ways or methods used to perform missions, functions, or tasks (JP 1-02).”
Each authenticated techniques pub has a draft version on a Wiki site:
Wiki version allows input from the field to rapidly change approved publication
Each technique pub has an assigned proponent responsible for monitoring input via Wiki and making changes to the authenticated publication.
No limit on the size of techniques or how many separate documents.
Approval authority is the proponent.
Biggest change is in techniques. Have separated these out for two reasons.
First, they are the most dynamic and changeable and least prescriptive – need to highlight that they are adaptable to rapidly changing enemy actions.
Each ATP will have an authenticated (Departmentally approved ) version of the ATP posted on the official Army doctrine site run by the Army Publishing Directorate. For each authenticated ATP, there is a mirror image version on MilWiki site and open to input by any soldier with a CAC card, thus taking advantage of most professional and experienced force in our history.
Every ATP has a proponent responsible for initially creating and then monitoring input to ensure consistency [with doctrine where necessary, not all ideas are good ideas, OPSEC issues, etc.]
When proposed changes are input through the Wiki version, an is generated to the proponent, who reviews the suggestions and decides whether and when to cut a change to the authenticated version.
milWiki
Demo

8. Doctrine 2015 Transition Timeline Done (except ADRPs 1 & 3-28)
31 Aug 2012: ADP/ADRPs complete
Done (except ADRPs 1 & 3-28)
31 Dec 2013: All Doctrine 2015 FMs complete
31 Dec 2015: All remaining knowledge transitioned to Army Techniques Publications with a draft version of each on a milwiki site
This slide shows a tentative timeline.
While aggressive, this program has been fully supported by the TRADCO CG who has directed all TRADOC doctrine agencies to resource their doctrine writers to a level that will allow execution of this timeline.
Further, we are working with FORSCOM to bring in folks from the operating force to take a direct hand in writing, evaluating, and adjudicating doctrine. This will ensure even better collaboration and input from practicioners. 8

9. Enabling Competencies
ADP 1 – The Army
UNCLASSIFIED
The Army’s Roles
The Army’s Mission -
Fight and win the Nation’s wars through prompt and sustained land combat, as part of the joint force
Our Profession
Prevent
Shape
Win
Trust
Military Expertise
Esprit de Corps
Honorable Service
Stewardship
Military & civilian professionals
Core Competencies
ADP 1
THE ARMY
Combined arms maneuver
Wide area security
Enabling Competencies
Our Continuing Duty
Security cooperation
Force Tailoring
Entry operations
Mission command
Support joint & Army forces
DSCA
Mobilize & integrate the Reserve Components
Win the current fight
Develop the Future Army
Maintain reserve readiness
All-volunteer force
Develop future leaders
Strengthen the profession
Soldiers for life
ADP 1, The Army, is the CSA’s manual. This is a total rewrite of FM 1, last published in ADP 1 is unique. It is longer and written in a different style than any other ADP. Soldiers and Army Civilians are the primary audience, but it informs external audiences. It has no charts; but many photographs. The ADRP for it is ADRP 1, The Army Profession. ADRP 1 will focus exclusively, and expand upon, the profession chapter in the ADP. ADRP will be published approximately 3 months after ADP 1
ADP 1, The Army, has four chapters. The first, “Our Service,” discusses the Army’s roles (prevent, shape, and win), landpower, and mission. The Army mission is revised from that shown currently on the Army web page. Chapter 2, “Our Profession”, describes our profession, one built on trust, with the professional characteristics shown. “The Army and the Joint Force” (Chapter 3) lists the 10 primary joint missions. It restates the core competencies and introduces the Army enabling competencies that are vital to our mission and the joint force. Throughout the chapter stresses joint interdependence. The last chapter, “Our Continuing Duty” discusses where the Army, as a Service, is going and why.
Two appendixes complete the ADP. Appendix A, “Our Organization,” discusses the broad organization of the Army: Regular, National Guard, and Reserve; the Army Civilian Corps, Operating forces and Generating force. Appendix B, “The Campaigns of the Army,” lists the 183 campaign and battle streamers that decorate the Army flag.
[Note: ADP 1 is 72 pages, including cover and back material. The four chapters that make up the body of the book have a total of 36 pages, including photographs.]
SEPTEMBER 2012
DISTRIBUTION RESTRICTION:
Approved for public release; distribution is unlimited.
HEADQUARTERS, DEPARTMENT OF THE ARMY
The Army is Landpower 9

10. The 19th edition of the Army’s capstone operational doctrine
1905
1910
1913
1914
1923
1939
1941
1944
The 19th edition of the Army’s capstone operational doctrine
1949
1954
1962
1968
1976
1982
1986
1993
2001
This is the 19th edition of the Army’s senior operations manual. They were originally Field Service Regulations, then FM 100-5, Operations, transitioning to FM 3-0 to align with joint numbering, and now Army Doctrine Publication (or ADP) 3-0, Unified Land Operations.
This brief provides information on ADP 3-0, Unified Land Operations and Army Doctrine Reference Publication (ADRP) 3-0, Unified Land Operations.
ADP 3-0, approved in Oct 11, serves as the common operating concept for the Army. The central idea, Unified Land Operations, adapted to the unique conditions of each conflict, represents the Army’s unique contribution to unified action.
ADP 3-0 is the first publication under Doctrine 2015.
Upon publication, ADRP 3-0 will expand upon the foundations and tenets of ADP 3-0.
2008
2011
Reasons for Change
Significant recent operational experience
Evolving policy and doctrine
Joint and Army transformation
: Field Service Regulations
: FM 100-5, Operations
: FM 3-0, Operations
: ADP/ADRP 3-0, Unified Land Operations 10

11. Enduring Themes Emphasis on Leadership and Soldiers
Importance of Initiative
Mission Command
The Operational Environment
Simultaneous Offense, Defense, Stability or DSCA
Concept of Combat Power
Warfighting Functions
Operations Process
Joint Interdependence
Principles of War
Operational Art
Unified Action
2008
If you believe, as we do, that doctrine represents, at its highest level, the fundamentals principles that drive the conduct of operations, it is no surprise that many of these fundamentals carry over from one version to the next.
While there are many significant changes in ADP/ADRP 3-0, there are also many enduring themes from past versions.
Some of these go back decades, such as the principles of war and the levels of war.
Some were first introduced in the 2001 manual, such as simultaneous offense, defense, and stability operations.
And, some have been carried over, but modified, such as the addition of three principles from JP 3-0, that together with the principles of war, now make up the principles of joint operations.
The bullets on this slide all represent ideas that are retained from past versions of this manual and that have stood the test of time. 11

12. Changes New, Added, or Significantly Modified
Range of Military Operations
Operational Concept - Unified Land Operations
Decisive Action
Core Competencies
Tenets
Operational Art
Army Design Methodology
Operational Framework
Eliminated
Full Spectrum Operations
Spectrum of Conflict
Operational Themes
2008
These are the major changes in this manual.
Changes reflect lessons learned over the past 10 years of sustained land combat.
We will talk about each in turn.
Also listed below are the significant deletions from previous doctrine. In the slides that follow, these and other major changes (especially terms or concepts that have been replaced and should no longer be used) will be highlighted in red. 12

13. 13 This slides depicts the taxonomy of Unified Land Operations.
The central idea of Unified Land Operations is simple, within uncertain and changing operational environments and for any type of operations, Army units seize, retain, and exploit the initiative to gain and maintain a position of relative advantage in sustained land operations to create conditions for favorable conflict resolution.
Unified Land Operations are executed through Decisive Action, by means of Army Core Competencies, and guided by Mission Command.
In Unified Land Operations, Army operations are characterized by the tenets of flexibility, integration, lethality, adaptability, depth, and synchronization.
The following slides will talk each major area on this slide. 13

14. Range of Military Operations
ROMO replaces both Spectrum of Conflict and Operational Themes
Arms Control and Disarmament (JP 3-0)
Noncombatant Evacuation (JP 3-68)
Civil Support/DSCA (JP 3-28 and FM 3-28)
Peace Operations (JP )
Combating Terrorism (JP )
Raid (FM 3-90)
Combating Weapons of Mass Destruction (JP 3‑40)
Recovery Operations (JP 3-50 and FM )
Counterinsurgency (JP 3-24 and FM 3-24)
Security Force Assistance (AR 12-1 and FM 3‑07.1)
Enforcement of Sanctions (JP 3-0)
Show of Force (JP 3-0)
Foreign Humanitarian Assistance (JP 3-29)
Stability Operations (FM 3-07)
Foreign Internal Defense (JP 3-22 and FM 3‑05.202)
Strike (JP 3-0)
Homeland Defense (JP 3-27 and FM 3-28)
Unconventional Warfare (JP 3-05 and FM 3‑05)
Large-scale Combat (FM 3-90)
The Range of Military Operations (ROMO) replaces both the Spectrum of Conflict and Operational Themes used in the 2008 FM 3-0. ROMO is a joint view of a conflict continuum used in Joint Pub 3-0, Joint Operations.
Military operations exist across a range that varies in purpose, scale, risk, and intensity.
They include relatively benign, routine, and recurring military operations in peacetime; specific combat and noncombat responses to contingencies and crises as they occur; and less frequent, large-scale operations and campaigns typical of wartime conditions.
The list of types of operations is also extracted from JP 3-0 and are the types of joint operations. For each, we have listed the appropriate reference, some of which are Army and some joint.
Army forces are organized, trained, and equipped to accomplish many types of operations. ADP 3-0 is about how we contribute to joint operations as part of unified operations. 14

15. The Operational Environment
Anticipated Operational Environment
US must project power into region, opposed.
US must seize at least one base of operations (maybe more).
Threat of WMD will require dispersal of US forces and decentralized operations.
Size of theater (space and population) will exceed US ability to control.
A composite of the conditions, circumstances, and influences that affect the employment of capabilities and bear on the decisions of the commander (JP 1-02).
OPERATIONAL VARIABLES
MISSION VARIABLES
All operations take place within an operational environment. The Operational Environment refers to all of the conditions that affect the conduct of operations.
Also in line with JP 3-0 and other joint doctrine pubs, we have adopted the use of the PMESII construct, shown here, as the categories of information used to describe the operational environment.
We have, however, added the categories of “physical environment” and “time” to provide a more complete description of the OE.
However, we are not walking away from the time tested METT-TC. We will still use METT-TC as the analytical tool for planning in the MDMP.
Once a mission is assigned, the mission is used to filter all of the information available into the categories of METT-TC directly related to mission accomplishment.
Following the lead of Joint Pub 3-0, we have dropped the term “Battlespace” from doctrine. Battlespace was the most misused term in all of doctrine, rarely used correctly. It was most often used as a synonym for area of operations – which it never was. When referring to all of the conditions that affect operations, battlespace is replaced with operational environment. However, when used incorrectly, as in “battlespace owner”, the correct term is simply area of operations.
Operational Environment replaces battlespace as a term.
Operational Environment is not the Area of Operations. 15

16. The Operating Concept Unified Land Operations
“The Army’s operating concept is the core of its doctrine. It must be uniformly known and understood within the Service . . .”
Unified Land Operations
…describes how the Army seizes, retains, and exploits the initiative to gain and maintain a position of relative advantage in sustained land operations through simultaneous offensive, defensive, and stability operations in order to prevent or deter conflict, prevail in war, and create the conditions for favorable conflict resolution.
Unified Land Operations replaces
Full Spectrum Operations as the Army’s Operational Concept
We had an operational concept in the 1982/1986 version of FM But it was strictly for major combat operations. We reintroduced an operational concept in What is show above is the new operating concept, combining the best elements of both previous ones.
This slides shows the full definition of Unified Land Operations from ADP 3-0. Unified Land Operations applies to all types of operations.
The operating concept underlies all of the doctrine in the ADP and is the core of this manual and all of the Army’s subordinate doctrine.
Unified Land Operations establishes the fundamental idea of:
Seize, retain, and exploit the initiative to gain a position of advantage.
Simultaneous offense, defense, stability, or defense support of civil authorities.
Unified Land Operations replaces Full Spectrum Operations as the Army’s operating concept. Full Spectrum Operations is no longer used in Army doctrine.
The operating concept describes how Army forces adapt to meet the distinct requirements of unified land operations broad enough to describe operations now and in the near future flexible enough to apply in any situation worldwide. 16 18 18 18 18 4

17. Decisive Action
- The simultaneous combinations of offensive, defensive, and
stability or defense support of civil authorities tasks.
- Operations outside the U. S. and its territories simultaneously
combine three elements—offense, defense, and stability.
- Within the U. S. and its territories, decisive action combines the
elements of defense support of civil authorities (DSCA) and, as
required, offense and defense to support homeland defense.
- The emphasis on different elements of decisive action changes
with echelon, time, and location.
Decisive Action replaces Full Spectrum Operations as the Army term for
simultaneous combinations of Offense, Defense, and Stability/DSCA tasks.
Defense Support of Civil Authorities (DSCA) replaces Civil Support
Decisive Action is the continuous, simultaneous combinations of offensive, defensive, and stability or defense support of civil authorities tasks.
As was previously the case, actions overseas are combinations of offense, defense, and stability tasks. Actions within the United States and its trusts and territories are combinations of Defense Support of Civil Authorities, combined with offense and defense, when supporting homeland defense.
Decisive Action retains the idea that while the force must always be prepared to fight successfully against an array of threats, fighting alone will not usually establish a stable peace and that stability operations are an integral part of everything we do.
Decisive Action replaces the term Full Spectrum Operations when referring to the simultaneous conduct of offense, defense, stability and DSCA tasks.
Defense Support of Civil Authorities replaces the earlier term of civil support. This change in terminology follows a change in joint terminology and directives from the Department of Defense. 17

18. Army Core Competencies
- Combined Arms Maneuver - is the application of the elements of combat power in unified action to defeat enemy ground forces; to seize, occupy, and defend land areas; and to achieve physical, temporal, and psychological advantages over the enemy to seize and exploit the initiative. - Wide Area Security - is the application of the elements of combat power in unified action to protect populations, forces, infrastructure, and activities; to deny the enemy positions of advantage; and to consolidate gains in order to retain the initiative. - Combined arms maneuver and wide area security provide the Army a focus and construct for understanding how Army forces use combined arms to achieve success. - As core competencies, they uniquely define what the Army provides the joint force commander .
Combined Arms Maneuver and Wide Area Security are the Army’s Core Competencies.
These competencies represent the Army’s unique contribution to the joint force commander.
Combined arms maneuver and wide area security provide the Army a focus for decisive action as well as a construct for understanding how Army forces use combined arms to achieve success in this contest of wills.
These two core competencies are never employed separately, but always simultaneously – so it is incorrect to talk about transition from one to the other. They provide a means to visualize how the various tasks of offense, defense, and stability are assigned within the force in order to seize, retain, and exploit the initiative.
These are competencies are not missions or tasks assigned to Army forces. 18

19. The Army does not conduct campaigns.
Operational Art
Operational art is cognitive approach by commanders and staffs—supported by their skill, knowledge, experience, creativity, and judgment—to develop strategies, campaigns, and operations to organize and employ military forces by integrating ends, ways, and means (JP 3-0) - For Army forces, operational art is the pursuit of strategic objectives, in whole or in part, through the arrangement of tactical actions in time, space, and purpose. - Operational art applies to all aspects of operations and integrates ends, ways, and means, while accounting for risk, across the levels of war. - Operational art spans a continuum—from comprehensive strategic direction to concrete tactical actions. - Army commanders plan and execute major operations, battles, engagements, and activities to achieve military objectives in support of the joint force commander’s campaign plan.
Elements of Operational Art
End state and conditions Basing
Center of Gravity* Tempo
Decisive points* Phasing and transitions
Lines of Operations and Lines of Effort* Culmination*
Operational reach* Risk
(* Common to elements of operational design)
Operational art is how commanders balance risk and opportunity to create and maintain the conditions necessary to seize, retain, and exploit the initiative and gain a position of relative advantage while linking tactical actions to reach a strategic objective.
The task of operational art is the effective arrangement of military capabilities in time, space, and purpose to achieve a decisive objective.
The significant change in ADP 3-0 with respect to operational art is that it is no longer solely associated with the operational level of war. Operational art can be applicable to all levels of war. Not all elements are always applicable, but they can, and should, be used to help commanders at all echelons sequence battles and engagements to accomplish operationally significant objectives.
It is important to note that only the joint force commander conducts campaigns. Unless an Army echelon of command is acting as a joint force command, it does not have a campaign plan, but a supporting plans to the campaign plan. Plans that guide the employment of forces over an extended period of time, such as a year long deployment, are long range plans, not campaigns.
The Army does not conduct campaigns.
Joint force headquarters plan and execute campaigns and major operations, while Service…components of the joint force conduct subordinate supporting and supported major operations, battles, and engagements, not independent campaigns. JP 5-0, page II-22 19

20. Operational Framework
Decisive-Shaping-Sustaining
Deep-Close-Security
Main-Supporting Efforts
The operational framework has three ways to conceptually organize
operations.
Decisive-Shaping-Sustaining Operations: The decisive-shaping
sustaining framework lends itself to a broad conceptual orientation based on
purpose.
Deep-Close-Security Operations: Historically associated with terrain
orientation, but can be also applied to temporal and organizational
orientations. ADRP 3-0 defines deep, close, and support areas.
Main and Support Efforts: The main and supporting efforts framework
focuses on prioritizing effort among subordinate units.
An established framework and associated vocabulary can assist Leaders in clearly articulating their visualization of operations in time, space, purpose, and resources.
These three frameworks each provide a different way to arrange forces in terms of time, space and purpose. The provide a menu of options that can be adapted to almost any situation. They can be used separately, or in combination.
The decisive, shaping, and sustaining framework is focused on the purposes assigned to subordinates.
The deep-close-security framework is focused on geographical relations, but can also be used for operations that extend in time.
The main and supporting efforts is used to shift priorities of effort from one organization or effort to another. 20

21. Linear AO Non-Linear & Non-Contiguous AO Non-Linear & Contiguous AOX
DIV
Main
BCT AO
MEB AO
OBJ
SUST XX
FSCL
Authorities/Responsibilities when assigned an AO
Terrain Management
Intelligence Collection
Civil Affairs Activities
Movement Control (air/ground)
Clearance of Fires
Security
Personnel Recovery
Environmental Considerations
Support Area
Close Area
Deep Area
Support Area
Close Area
Deep Area X
SUST
BCT AO
MEB AO
DIV
Main XX X
SUST
BCT AO
MEB AO
DIV
Main XX
While the operational framework provides definitions for deep, close and security operations, we have also reintroduced the geographical descriptions of deep, close and support areas to facilitated designation of responsibilities for control of areas within and area of operations.
Any unit assigned an area of operations has the responsibilities show in the box in the upper right.
These graphics show three different ways to arrange an area of operations and its division into subordinate areas of operations. While these graphics depict a division with subordinate brigades, it could just as well be a corps with subordinate divisions and brigades, or a brigade with subordinate battalions.
Each has a support area, that area in which the bulk of sustaining operations originate. A support area should be assigned to a subordinate organization to control, but can be retained by the controlling HQs, in this case a division. If the controlling HQ retains the support area under its direct control, then it must provide for the functions listed in the box.
The close area, in all cases, are those areas of operations assigned to the controlling HQ subordinates (minus the rear area).
The deep area at any echelon represents those parts of the controlling HQ area of operations that are not assigned to any subordinate organization. In a linear contiguous AO, it is that area ahead of subordinate’s forward boundaries. In non-linear, non-contiguous AOs, it is simply that are not assigned to subordinates. In non-linear, contiguous AOs, there is no deep area.
Further definitions and descriptions are found in ADRP 3-0.
Non-Linear &
Non-Contiguous AO
Non-Linear &
Contiguous AO 21

22. Other Doctrine

23. Mission Command and The Operations Process23

24. Evolving Concepts of Mission Command
1982
1993
2001
2008
2012
Art of Command, Science of Control, CDR’s Intent, Unity of Command, Initiative, Mission Orders
Constant
Mission Command (Philosophy)
2010
Battle Command (Enemy oriented)
Mission command replaces
battle command and C2
MC WFF
Command, Control,
Communications
C2 Battlefield Operation System
C2 WFF
Evolving
Known enemy
Top down understanding and detailed control
Static command post and staff oriented processes
Limited network
Complex environments across the range of military operations
Bottom up understanding and more decentralized control
Commander centric
Network enabled
Technological advances
Lessons learned
Cold War
Panama
Somalia
Afghanistan
Persistent conflict
Desert Storm
Balkans
Iraq
FSO/
Modular
Force
(2008)
Unified
Land
Operations
(2012)
AirLand
Battle
(1982)
War &
MOOTW
(1993)
FSO
(2001)

25. Central Idea of Mission Command
To win in this environment the Army exercises …
Nature of Operations
Army forces conduct operations in a
complex, ever-changing, and uncertain operational environment
across a range of military operations.
Executed through the…
Mission Command (A Philosophy of Command)
Exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations.
Mission Command Warfighting Function
The related tasks and systems that develop and integrate those activities enabling a
commander to balance the art of command and the science of control
in order to integrate the other warfighting functions.
This chart lays out the underlying logic and central idea of ADP/ADRP 6-0.
Military operations are human endeavors. They are contests of wills characterized by continuous and mutual adaptation by all participants. Army forces conduct operations in complex, ever-changing, and uncertain operational environments.
During operations, unexpected opportunities and threats rapidly present themselves. Operations require responsibility and decisionmaking at the point of action. Commanders seek to counter the uncertainty of operations by empowering subordinates at the scene to make decisions, act, and quickly adapt changing circumstances. Through mission command, commanders initiate and integrate all military functions and actions toward a common goal – mission accomplishment.
As such, the philosophy of mission command guides commanders, staffs, and subordinates throughout the conduct of operations. This philosophy of command helps commanders capitalize on the human ability to take action to develop the situation and integrate military operations to achieve the commander’s intent and desired end state. Mission command emphasizes centralized intent and dispersed execution through disciplined initiative.
Guided by the principles of mission command, commanders use the mission command warfighting function to integrate the other warfighting functions into a coherent whole. By itself, the mission command warfighting function will not secure an objective, move a friendly force, or restore an essential service to a population. Instead, it provides purpose and direction to the other warfighting functions. Commanders use the mission command warfighting function to help achieve objectives and accomplish missions.
Together the mission command philosophy and the warfighting function guide, integrate, and synchronize Army forces throughout the conduct of unified land operations.
The Army’s approach to mission command unifies the philosophy of command with the warfighting function.

26. Mission Command Warfighting Function
Exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations.
Mission Command Warfighting Function
The related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions.
Guides
The principles of mission command assist commanders and staff in balancing the
Art of Command with the Science of Control
Build cohesive teams through mutual trust - Exercise disciplined initiative
Create shared understanding - Use mission orders
- Provide a clear commander's intent - Accept prudent risk
As a warfighting function, mission command consists of the related tasks and a mission command system that support the exercise of authority and direction by the commander.
Commander Tasks:
Drive the operations process through the activities of understand, visualize, describe, direct, lead and assess 
Develop teams, both within their own organizations and with unified action partners 
Inform and influence audiences, inside and outside their organizations
Staff Tasks:
Conduct the operations process (plan, prepare, execute, assess)
Conduct knowledge management and information management
Conduct inform and influence activities
Conduct cyber electromagnetic activities
Leads
Supports
2003 version of FM 6-0 was the Army’s first codification of command and control doctrine.
Changes to organization and the publication of FM 5-0 The Operations process dated the FM. Fm 3-0 C/1 used to update most of the mission command discussion.
2011 version of FM 6-0 is a reflection of FM 3-0 C/1.
This is an updated version of the taxonomy slide in FM 3-0 C/1 and essentially the outline for the ADP and ADRPs.
Few minor tweaks to previous versions:
Definition
Slight change to the commander and staff tasks
Mission command system vs. mission command networks and systems.
The mission command system enables the exercise
of authority and direction by the commander.
Mission Command System:
- Personnel - Processes and Procedures
Networks - Facilities and Equipment
Information Systems
Together mission command and the mission command warfighting function guides, integrates, and synchronizes Army forces throughout the conduct of unified land operations.

27. Mission Command and Doctrine 2015
FM 3-61
Public Affairs
Operations
FM 3-57
Civil
Affairs
FM 6-0
Commander
and Staff Organization and Operations
FM 3-13
Inform and
Influence
Activities
FM 3-52
Airspace
Control
FM 6-02
Signal Support to
Operations
This chart depicts relationships and nesting of mission command doctrine within the doctrine 2015 construct. The relationship is based around the mission command warfighting tasks.
Drive the operations process (ADP 6-0 and ADP 5-0)
Develop teams (ADP 6-0 and a future ATP)
Inform and influence audiences (ADP 6-0 and FM 3-13)
Conduct the operations process (ADP 5-0 and FM 6-0)
Conduct knowledge management and information management (Current FM moving to FM 6-0 and a future ATP)
Conduct inform and influence activities (FM 3-13)
Conduct cyber electromagnetic activities (a new FM 3-38)
Conduct MILDEC (a new FM 6-0)
Conduct civil affairs operations (FM 3-57)
Install, operate, and maintain the network (FM 6-02)
Conduct information protection (a new FM 6-0 and FM 6-02?)
FM 3-53
Military
Information
Support
Operations
Techniques
FM 3-38
Cyber-
Electromagnetic
Activities

28. ADP 5-0 and ADRP 5-0 Central Idea Principles of the Operations Process
Planning
Preparing
Executing
Assessing

29. The Operations Process
Central Idea
The Operations Process
The Army’s framework for exercising mission command is the operations process—the major mission command activities performed during operations: planning, preparing, executing, and continuously assessing the operation.
Central idea…
Commanders, supported by their staffs, use the operations process to drive the conceptual and detailed planning necessary to understand, visualize, and describe their operational environment; make and articulate decisions; and direct, lead, and assess military operations.
Guided by the principles of…
The operations process is the framework commanders, supported by their staffs, use for the exercise of mission command. The activities of the operations process (planning, preparation, execution, and assessment) are not discrete; they overlap and recur as circumstances demand. Planning starts an iteration of the operations process. Upon completion of the initial order, planning continues as leaders revise the plan based on changing circumstances. Preparing begins during planning and continues through execution. Execution puts a plan into action by applying combat power to seize, retain, and exploit the initiative to gain a position of relative advantage. Assessing is continuous and influences the other three activities.
1). The Army’s framework for exercising mission command is the operations process.
2). Commander’s are the most important participant in the operations process. They drive the operations process through the activities of understanding, visualizing, describing, directing, leading, and assessing operations.
3). Through out the operations process, commanders supported by their staff seek to build and maintain their situational understanding.
4). Commanders encourage collaboration and dialogue among commanders, staffs, and with unified action partners throughout the operations process.
5). Commanders and staffs apply critical and creative thinking to identify and solve problems throughout the operations process.
Guided by the principles of…
Commanders drive the operations process Apply critical and creative thinking
Build and maintain situational understanding - Encourage collaboration and
dialogue 29

30. Principles of the Operations Process
Commanders drive the operations process
The commander’s role in the operations process was formerly know as “battle command”.
Commanders are the most important participants in the operations process. While staffs perform essential functions that amply the effectiveness of operations, commanders drive the operations process through understanding, visualizing, describing, directing, leading, and assessing operations. Accurate and timely running estimates are key knowledge management tools that assist commanders in driving the operations process.
Understanding includes making sense of situations and establishing context.
Visualizing involves creating and thinking in mental images.
Describing is to communicate in words and images.
Commander direct through orders and instructions.
Leading involves influencing people to achieve goals and accomplish missions.
Assessing includes continuous monitoring and evaluating progress.
Commanders are the most important participants in the operations process. While staffs perform essential functions that amply the effectiveness of operations, commanders drive the operations process through understanding, visualizing, describing, directing, leading, and assessing operations. 30

31. Principles of the Operations Process
Commanders drive the operations process (continued)
The commander’s intent is a clear and concise expression of the purpose of the operation and the desired military end state that supports mission command, provides focus to the staff, and helps subordinate and supporting commanders act to achieve the commander’s desired results without further orders, even when the operation does not unfold as planned (JP 3-0).
The commander’s intent includes:
Purpose - an expanded description of the operation’s purpose beyond the “why” of the mission statement.
Key tasks – those significant activities the force as a whole must perform to achieve the desired end state.
End state – a description of the desired future conditions that represent success.
Adopts joint definition of commander’s intent
Reintroduces “key tasks” as a component of the commander’s intent
Providing a clear commander’s intent is a principle of mission command. During planning, the initial commander's intent drives course of action development. In execution, the commander’s intent guides disciplined initiative as subordinates make decisions when facing unforeseen opportunities or countering threats.
The commander’s intent must be easy to remember and clearly understood by leaders and Soldiers two echelons lower in the chain of command. The shorter the commander’s intent, the better it serves these purposes.

32. Planning
Planning is the art and science of understanding a situation, envisioning a desired future, and laying out effective ways of bringing that future about (ADP 5-0).
Commanders focus planning.
Develop simple, flexible plans through mission orders.
Optimize available planning time.
Continually refine the plan.
Army design methodlogy
Military decisionmaking Process
Troop leading procedures
Army planning methodologies
Guidelines for effective planning
Planning results in a plan and orders that communicates a common vision and synchronize the action of forces in time, space, and purpose to achieve objectives and accomplish missions.
Planning is both a continuous and a cyclical activity of the operations process. While planning may start an iteration of the operations process, planning does not stop with the production of an order. During preparation and execution, the plan is continuously refined as the situation changes. Through assessment, subordinates and others provide feedback as to what is working, what is not working, and how the force can do things better. In some circumstances, commanders may determine that the current order (to include associated branches and sequels) is no longer relevant to the situation. In these instances, instead of modifying the current plan, commanders reframe the problem and develop an entirely new plan.
Retitles “design” to “Army design methodlogy”
Modifies step 7 of the MDMP from “orders production” to “orders production, dissemination, and transition”.
Details of the MDMP, TLP, and the OPORD format is now in ATTP

33. Execution
Execution is putting a plan into action by applying combat power to accomplish the mission (ADP 5‑0). *
Continuous assessment helps commanders recognize shortcomings in the plan and changes in the situation. In those instances when assessment reveals minor variances from the commander’s visualization, commanders make execution decisions and adjust plans as required. In those instances when assessment reveals a significant variance from the commander’s original visualization, commanders make adjustment decision that may include a decision to reframe the problem and develop an entirely new plan if required as depicted above.
A variance is a difference between the actual situation during an operation and what the plan forecasted the situation would be at that time or event
Execution decisions implement a planned action under circumstances anticipated in the order.
Adjustment decisions modify the operation to respond to unanticipated opportunities and threats.

34. Doctrine 2015 FM 6-0
Ch 1: Mission Command & Operations Process Overview
Ch 2: Command Post Organization and Operations
Ch 3: Staff Duties and Responsibilities
Ch 4: Managing Knowledge and Information
Ch 5: Critical and Creative Thinking
Ch 6: Problem Solving
Ch 7: Staff Studies
Ch 8: Decision Papers
Ch 9: Military Briefings
Ch 10: Running Estimates
Ch 11: The Military Decisionmaking Process
Ch 12: Troop Leading Procedures
Ch 13: Military Deception
Ch 14: Rehearsals
Ch 15: Liaison
Ch 16: Assessment Plans
Ch 17: After Action Reviews
App A: Army Command and Support Relationships
App B: Plans and Orders Formats
App C: Annex Formats
FM 6-0
Commander and Staff Organization and Operations
Blue = New Material

35. Training Units and Developing Leaders
ADP/ADRP 7-0
Training Units and Developing Leaders
UNCLASSIFIED
Overview
Concepts
How-To
Doctrine
Unit Training Management
on the Army Training Network (ATN)
It’s important to understand the relationship between the ADP, ADRP and Unit Training Management (UTM) on ATN.
Both the the ADP and ADRP represent the doctrinal foundations of ‘what’ Army training and leader development is.
Unit Traiing Mamagementon ATN represents the ‘how-to’ details of those processes.
UTM is written by the same authors of the ADP and ADRP.
In the past few years, the Army has developed several key, web-based tools that are now integral to the training management processes – like the Digital Training Management Processes (DTMS), the Combined Arms Training Strategies (CATS) and the HQ DA Standardized METLs. To ensure that these web-based tools are current and accurately representative of the doctrine – they are updated and improved continuously. That’s why UTM is not doctrine – to remain flexible and adaptable with the tools, but fully representative of the doctrine.
Train leaders to train achieve “training overmatch” and return to commander-centric training
Army’s Operations & Training Management Processes are the same: plan, prepare, execute and assess
Integrate leader development objectives into training objectives using Training Management Process
Web-based tools (ATN/CATS/DTMS) enable training management 35

36. FM 3-22
Framework for Army forces to support Combatant Commander’s objectives by, with, and through Theater Armies that:
build defense and security relationships and promote specific U.S. security interests
develop friendly and allied military capabilities for self-defense and multinational operations
provide U.S. forces with peacetime and contingency access to host nations
In-depth discussion of how the Army plans, prepares, executes and assesses security cooperation activities and associated tasks
Focuses on security cooperation planning, execution and the attributes of the advisor in Unified Land Operations across the range of military operations.
Combined fundamentals of Security Cooperation, Security Assistance, Security Force Assistance and Foreign Internal Development. 22

37. Important Web Sites
The Army Publishing Directorate (go to Doctrine and Training Publications on the Publications pull-down menu) -
The Doctrinal Term update section that only includes quarterly doctrinal term changes (current quarter changes):
An "Army Doctrine Term Changes Historical Database" that provides current and past terminology changes (perpetual living document):
Current Army doctrine terminology can be found at the "Army Dictionary“ JDEIS website. This website is updated once a month in an effort to maintain current Army doctrine terminology (terms and acronyms).