1. TROOP LEADING

2. TROOP LEADING OBJECTIVES
UNDERSTAND THE NECESSITY OF TROOP LEADING PROCEDURES
KNOW YOUR LEADER RESPONSIBILITIES
MASTER THE COMBAT ORDERS PROCESS
CONDUCT ASSEMBLY AREA PROCEDURES

3. LEADERSHIP
THE MOST ESSENTIAL ELEMENT OF COMBAT POWER IS COMPETENT AND CONFIDENT LEADERSHIP.
LEADERSHIP PROVIDES PURPOSE, DIRECTION, AND MOTIVATION IN COMBAT, AND TRAINING.
WHILE LEADERSHIP REQUIREMENTS DIFFER WITH UNIT SIZE AND TYPE, ALL LEADERS MUST BE MEN OF CHARACTER; THEY MUST KNOW AND UNDERSTAND SOLDIERS AND THE MATERIAL TOOLS OF WAR.
TO EARN THE RESPECT OF OUR SOLDIERS, WE MUST ALWAYS LEAD FROM THE FRONT; LEADING WITH KNOWLEDGE AND ACTIONS.
EMPHASIZE TRAINING

4. TROOP LEADING PROCEDURES
THE SUCCESSFUL CONDUCT OF A MISSION IS THE END RESULT OF THOROUGH PLANNING, PREPARATION, AND THE EFFORTS OF EVERY UNIT MEMBER DIRECTED TOWARD THE ACCOMPLISHMENT OF THE MISSION.
THE INFORMATION GIVEN HERE PROVIDES THE LEADER WITH A GUIDE TOWARD ANALYZING AND PREPARING FOR THE MISSION.
THIS PROCESS SHOULD BE USED FOR EVERY COMBAT OPERATION.

5. TROOP LEADING PROCEDURES
TLP STEPS
1. RECEIVE THE MISSION
2. ISSUE A WARNING ORDER
3. MAKE A TENTATIVE PLAN
4. INITIATE MOVEMENT
5. CONDUCT RECONNAISSANCE
6. COMPLETE THE PLAN
7. ISSUE OPERATIONS ORDER
8. SUPERVISE
ESTIMATE OF THE
SITUATION
* MISSION ANALYSIS
* ESTIMATE THE SITUATION
DEVELOP COURSES OF
ACTION
* ANALYZE COURSES OF
* COMPARE COURSES OF
* DECISION
METT-T
MISSION
ENEMY
TERRAIN-WOACOK
TROOPS
TIME
RECONNAISSANCE IS CONDUCTED BASED ON THE TENTATIVE PLAN.
INFORMATION DISCOVERED DURING RECONNAISSANCE IS “PLUGGED BACK INTO” BOTH METT-T AND THE ESTIMATE OF THE SITUATION. IT CAN CAUSE A CHANGE OF PLAN OR EVEN A CHANGE OF MISSION.

6. THE DECISION MAKING PROCESS
PHASES STEPS
PREPARE IDENTIFY THE PROBLEM GATHER INFORMATION.
DECIDE DEVELOP AND LIST COURSES OF ACTION. *ANALYZE COURSES / WAR GAME (METT-T). SELECT THE BEST COURSE.
ACT IMPLEMENT AND REEVALUATE THE SOLUTION.
* WHEN ANALYZING POSSIBLE COURSES OF ACTION, CONSIDER:
METT-T MISSION
ENEMY
TERRAIN/WEATHER
TROOPS
TIME

7. ESTIMATE OF THE SITUATION
a. MISSION ANALYSIS
1. MISSION AND INTENT OF COMMANDER TWO (2) LEVELS UP.
2. MISSION AND INTENT OF IMMEDIATE COMMANDER.
3. ASSIGNED TASKS.
4. MISSION ESSENTIAL TASKS.
5. CONSTRAINTS AND LIMITATIONS.
6. RESTATED MISSION.
7. TENTATIVE TIME SCHEDULE.

8. ESTIMATE OF THE SITUATION
b. ESTIMATE OF THE SITUATION AND DETERMINATION OF COURSES OF ACTION.
1,a. WEATHER - VISIBILITY, MOBILITY, SURVIVABILITY.
b. TERRAIN - “OACOK”.
2. ENEMY SITUATION AND MOST PROBABLE COURSE OF ACTION.
a. INTENTIONS.
b. CAPABILITIES.
c. MOST PROBABLE COURSE OF ACTION, (ENEMY USE OF METT-T).

9. ESTIMATE OF THE SITUATION
b. ESTIMATE OF THE SITUATION AND DETERMINATION OF COURSES OF ACTION(CONT.).
3. FRIENDLY SITUATION.
a. TROOP AVAILABILITY.
b. TIME AVAILABLE.
4. FRIENDLY COURSES OF ACTION.
c. ANALYSIS OF COURSES OF ACTION.
1. SIGNIFICANT FACTORS.
2. WARGAME.

10. ESTIMATE OF THE SITUATION
d. COMPARE COURSES OF ACTION.
1. THE COURSE OF ACTION (COA) COMPARISON SHOULD AGAIN BE BASED ON METT-T.
e. DECISION.
1. KEEP A MINIMUM OF THE 2 BEST COURSES OF ACTION TO BE USED.
2. PLAN THE OPERATION AROUND ALL COURSES OF ACTION CHOSEN.

11. DUTIES AND RESPONSIBILITIES
THE PLATOON LEADER
DUTIES AND RESPONSIBILITIES

12. THE PLATOON LEADER
HE IS RESPONSIBLE FOR ALL THAT THE PLATOON DOES OR FAILS TO DO.
THIS INCLUDES THE TACTICAL EMPLOYMENT, TRAINING, ADMINISTRATION, PERSONNEL MANAGEMENT, AND LOGISTICS OF HIS PLATOON.
HE DOES THIS BY PLANNING, MAKING TIMELY DECISIONS, ISSUING ORDERS, ASSIGNING TASKS, AND SUPERVISING PLATOON ACTIVITIES.
HE MUST KNOW THE PLATOON’S MEN, IT’S WEAPONS, AND HOW BEST TO USE THEM.
HE MUST ALSO KNOW HOW TO USE SUPPORTING WEAPONS.

13. THE PLATOON LEADER
THE RIFLE PLATOON LEADER COMMANDS THROUGH HIS SQUAD LEADERS AND PLATOON SERGEANT.
THE RIFLE PLATOON LEADER EMPLOYS HIS PLATOON TO SUPPORT THE COMPANY AND BATTALION MISSION.
HE DOES THIS BASED ON THE MISSION ASSIGNED TO HIM BY THE COMPANY COMMANDER, THE INTENT OF THE COMPANY AND BATTALION COMMANDERS, AND HIS ESTIMATE OF THE SITUATION.
IN THE ABSENCE OF ORDERS, HE TAKES THE INITIATIVE TO ACCOMPLISH THE MISSION.
WHEN THIS IS DONE, HE INFORMS HIS COMMANDER OF HIS ACTIONS.

14. THE PLATOON LEADER
HE MAKES HIS PLANS WITH HELP FROM HIS PLATOON SERGEANT, SQUAD LEADERS, AND FORWARD OBSERVER.
HE WILL POSITION HIMSELF WHERE HE CAN INFLUENCE THE MOST CRITICAL TASK FOR MISSION ACCOMPLISHMENT.
USUALLY THIS POSITION IS WITH THE MAIN EFFORT.
WHEN HIS PLATOON NEEDS MORE SUPPORT TO DO IT’S MISSION, HE ASKS FOR IT FROM THE COMPANY COMMANDER.
1) EMPHASIZE THE INVOLVEMENT OF NCO’s IN THE TRAINING MANAGEMENT PROCESS

15. DUTIES AND RESPONSIBILITIES
THE PLATOON SERGEANT
DUTIES AND RESPONSIBILITIES

16. THE PLATOON SERGEANT
THE PLATOON SERGEANT IS THE SECOND IN COMMAND (IN A PLATOON SIZED ELEMENT WITH A COMBAT PATROL MISSION).
THE FOLLOWING CHECKLIST OUTLINES THE NORMAL DUTIES HE IS EXPECTED TO PERFORM:
a. ACTIONS DURING MOVEMENT AND AT HALTS.
(1) TAKE ACTIONS NECESSARY TO FACILITATE MOVEMENT.
(a) SUPERVISE REAR SECURITY DURING MOVEMENT.
(b) SUPERVISE, ESTABLISH, AND MAINTAIN SECURITY DURING HALTS.
(c) NAVIGATION - KNOW WHERE YOU ARE!

17. THE PLATOON SERGEANT NORMAL DUTIES CHECKLIST CONT.
(2) PERFORM ADDITIONAL TASKS AS REQUIRED BY THE PLATOON LEADER AND ASSIST HIM IN EVERY WAY POSSIBLE (CONTROL AND SECURITY).
b. ACTIONS IN THE OBJECTIVE AREA.
(1) ASSIST THE OCCUPATION OF THE “ORP”.
(2) SUPERVISE, ESTABLISH, AND MAINTAIN SECURITY IN THE “ORP”.
(3) SUPERVISE THE FINAL PREPARATION OF WEAPONS AND EQUIPMENT IN THE “ORP” PER GUIDANCE FROM THE PLATOON LEADER.
(4) ASSIST THE PLATOON LEADER IN CONTROL AND SECURITY.

18. THE PLATOON SERGEANT NORMAL DUTIES CHECKLIST CONT.
(5) SUPERVISE THE REORGANIZATION AND REDISTRIBUTION OF AMMO AND EQUIPMENT. ENSURE ACCOUNTABILITY AND STATUS OF ALL PERSONNEL IS MAINTAINED, TO INCLUDE WIA’s AND KIA’s.
(6) PERFORM ADDITIONAL TASKS ASSIGNED BY THE PLATOON LEADER.
c. ACTIONS IN THE PATROL BASE.
(1) ASSIST IN THE OCCUPATION OF THE PATROL BASE.
(2) ASSIST IN SUPERVISING THE ESTABLISHMENT AND ADJUSTMENT OF THE PERIMETER.
(3)MAINTAIN SECURITY IN THE PATROL BASE.
(a) KEEP MOVEMENT AND NOISE TO A MINIMUM.

19. THE PLATOON SERGEANT NORMAL DUTIES CHECKLIST CONT.
(b) SUPERVISE CAMOUFLAGE AND PERIMETER PREPARATION.
(c) PERIODICALLY INSPECT THE PERIMETER AND ENSURE SECTORS OF FIRE ARE ASSIGNED.
(d) ENSURE THAT THE DESIGNATED PERSONNEL REMAIN ALERT AND THAT EQUIPMENT IS MAINTAINED IN A STATE OF READINESS.
(4) REQUISITION SUPPLIES, WATER, AMMO, AND SUPERVISE THEIR REDISTRIBUTION.
(5) SUPERVISE THE PRIORITIES OF WORK AND ENSURE ITS ACCOMPLISHMENT.
(a) SECURITY PLAN.
(b) MAINTENANCE PLAN.

20. THE PLATOON SERGEANT NORMAL DUTIES CHECKLIST CONT. (c) HYGIENE PLAN.
(d) MESSING PLAN.
(e) WATER PLAN.
(f) REST PLAN.
(6) PERFORM ADDITIONAL TASKS ASSIGNED BY THE PLATOON LEADER AND ASSIST HIM IN EVERY WAY POSSIBLE.

21. DUTIES AND RESPONSIBILITIES
THE SQUAD LEADER
DUTIES AND RESPONSIBILITIES

22. THE SQUAD LEADER
THE SQUAD LEADER IS NORMALLY THE THIRD MAN IN THE CHAIN OF COMMAND (IN A PLATOON SIZED ELEMENT).
THE FOLLOWING CHECKLIST OUTLINES THE NORMAL DUTIES THE SQUAD LEADER IS EXPECTED TO PERFORM:
a. ACTIONS THROUGHOUT THE MISSION.
(1) SETS THE EXAMPLE BY PERSONALLY ADHERING TO ESTABLISH STANDARDS AND PROCEDURES.
(2) OBTAIN STATUS REPORTS FROM TEAM LEADERS AND SUBMITS REPORTS TO PLATOON LEADER / PLATOON SERGEANT.
THIS IS KEY AND CANNOT BE OVER EMPHASIZED

23. THE SQUAD LEADER NORMAL DUTIES CHECKLIST CONT.
(3) MAKES RECOMMENDATIONS TO THE PLATOON LEADER AND PLATOON SERGEANT WHEN PROBLEMS ARE OBSERVED.
(4) ENSURE TASKS ARE ACCOMPLISHED BY DELEGATING TASKS TO TEAM LEADERS AND BY ESTABLISHING A PRIORITY OF TASKS IN ACCORDANCE WITH ORDERS RECEIVED FROM THE PLATOON LEADER.
(5) USES INITIATIVE IN THE ABSENCE OF ORDERS.
(6) FOLLOW THE PLATOON LEADER’S PLAN.
b. ACTIONS DURING MOVEMENT AND AT HALTS.
(1) ROTATE HEAVY EQUIPMENT AND DIFFICULT DUTIES.
THIS IS THE KEY TO UNIT SUCCESS.
NOBODY HAS THE MARKET CORNERED WITH GOOD IDEAS.

24. THE SQUAD LEADER NORMAL DUTIES CHECKLIST CONT.
(2) ENSURES PLATOON LEADER IS NOTIFIED WHEN REST HALTS AND WATER REPLENISHMENT IS REQUIRED.
(3) MAINTAINS PROPER MOVEMENT TECHNIQUES WHILE MONITORING ROUTE, PACE, AND AZIMUTH.
(4) TAKES ALL ACTIONS TO PREVENT BREAKS IN CONTACT.
(5) CHECKS PERSONNEL AT HALTS.
c. ACTIONS IN OBJECTIVE AREA.
(1) ENSURES SPECIAL EQUIPMENT HAS BEEN PREPARED FOR ACTION AT THE OBJECTIVE.
(2) MAINTAINS SECURITY AND CONTROL DURING CONDUCT OF THE ASSAULT.

25. THE SQUAD LEADER NORMAL DUTIES CHECKLIST CONT.
(3) OBTAINS STATUS REPORTS FROM TEAM LEADERS AND ENSURES AMMUNITION IS REDISTRIBUTED.
d. ACTIONS IN THE PATROL BASE.
(1) ENSURE PATROL BASE IS OCCUPIED ACCORDING TO THE PLATOON LEADER’S PLAN.
(2) ENSURE PERSONNEL COVER THE ENTIRE SECTOR. MAKE FINAL ADJUSTMENTS, IF NECESSARY.
(3) RECON AND SECURITY (R&S) TEAM IS SENT OUT IN FRONT OF ASSIGNED SECTOR.
(4) ENSURE PRIORITIES OF WORK ARE BEING ACCOMPLISHED AND REPORT ACCOMPLISHED PRIORITIES TO THE PLATOON LEADER/PLATOON SERGEANT.

26. THE SQUAD LEADER NORMAL DUTIES CHECKLIST CONT.
(5) ADHERES TO TIME SCHEDULE.
(6) ENSURE PERSONNEL KNOW THE ALERT AND EVACUATION PLAN, THE LOCATIONS OF KEY LEADERS, OP’s, AND ALTERNATE PATROL BASE.

27. PLANNING IN THE FIELD
a. GENERAL. DURING CONTINUOUS OPERATIONS, THE ORIGINAL PLAN MAY BE MODIFIED OR CHANGED COMPLETELY WHICH MAY REQUIRE THE ISSUANCE OF AN OPERATION ORDER.
THE PLATOON LEADER OR (IF HE HAS BECOME A CASUALTY) THE NEW PLATOON LEADER MUST REVISE THE PLAN FROM THIS POINT ON, SO THE UNIT WILL SURVIVE AND ACCOMPLISH THE MISSION.
IN THIS, AS IN PREVIOUS PLANNING, FOLLOW TROOP LEADING PROCEDURES TO THE EXTENT THAT IS FEASIBLE.
IT MAKES THE BEST USE OF TIME, RESOURCES AND SUBORDINATES.

28. PLANNING IN THE FIELD
b. ASSUMPTION OF COMMAND. ANY PLATOON/SQUAD MEMBER MAY HAVE TO TAKE COMMAND OF HIS UNIT IN AN EMERGENCY.
WHEN THIS OCCURS, PLANNING IN THE FIELD FOR CONTINUED OPERATIONS MAY BE NECESSARY.
DURING ASSUMPTION OF COMMAND, SITUATION PERMITTING, THE FOLLOWING TASKS MUST BE ACCOMPLISHED:
(1) INFORM THE UNIT OF THE CHANGE (CAN USE SUBORDINATE LEADERS) AND NOTIFY HIGHER HQS.
(2) CHECK SECURITY.
(3) CHECK CREW-SERVED WEAPONS.
(4) PINPOINT YOUR LOCATION.
(5) COORDINATE AND CHECK EQUIPMENT.
(6) CHECK PERSONNEL STATUS.

29. PLANNING IN THE FIELD b. ASSUMPTION OF COMMAND CHECKLIST CONT.
(7) ISSUE A FRAGO (IF REQUIRED).
(8) REORGANIZE AS NEEDED AND MOVE OUT AS SOON AS POSSIBLE.
(9) MAINTAIN NOISE AND LIGHT DISCIPLINE.
(10) IF DONE IN A PATROL BASE, DO NOT VIOLATE THE ACTIVITIES OF THE PATROL BASE, ESPECIALLY SECURITY.
c. SEQUENCE OF EVENTS.
(1) FOLLOW ALL PROCEDURES OF PATROL BASE ACTIVITIES WHEN THE NEED FOR A PATROL BASE IS APPROPRIATE.
(2) SUPERVISE AND CHECK ON ACTIVITIES THOUGHOUT THE PLANNING PHASE; USE SUBORDINATE LEADERS.
(9) THIS IS SOMETHING THAT WE DON’T PRACTICE VERY OFTEN.
(2) EXTREMELY IMPORTANT!! YOU MUST TRUST THAT THEY KNOW THEIR JOB UNTIL UNTIL THEY SHOW YOU OTHERWISE.

30. PLANNING IN THE FIELD c. SEQUENCE OF EVENTS CONT.
(3) REORGANIZE THE UNIT ACCORDING TO M-TETT, BUT HOLD CHANGES TO THE ORIGINAL UNIT ORGANIZATION TO A MINIMUM AND MAINTAIN UNIT INTEGRITY.
(4) MISSION ALREADY RECEIVED.
(5) ISSUE WARNING ORDER.
(6) MAKE A PRELIMINARY PLAN.
(7) MOVE IF NECESSARY.
(8) MAKE YOUR RECONNAISSANCE (AT A MINIMUM, A MAP RECON).
(9) MAKE THE NECESSARY COORDINATIONS, i.e., FIRE- SUPPORT, SPECIAL LOGISTICS SUPPORT, UPDATED INFORMATION ON ENEMY AND FRIENDLY IF NOT ALREADY GIVEN, AIR MOVEMENT, ETC.
(9) HOW MANY OF THE SQUAD LEADERS CAN PERFORM A “CALL FOR FIRE” MISSION?
1. IDENTIFICATION AND WARNING-
2. TARGET LOCATION-
3. TARGET DESCRIPTION-

31. PLANNING IN THE FIELD c. SEQUENCE OF EVENTS CONT.
(10) FINALIZE YOUR PLAN.
(11) ISSUE YOUR OPERATION ORDER (ISSUE A FRAGO IF TIME DOES NOT PERMIT AN OPERATION ORDER).
(12) SUPERVISE, CONDUCT INSPECTIONS AND REHEARSALS (TECHNIQUES MUST BE MODIFIED TO FIT THE SITUATION AND TO MAINTAIN SECURITY).
(13) EXECUTE THE MISSION.

32. COMBAT ORDERS
COMBAT ORDERS PROVIDE INFORMATION FOR THE PLANNING AND EXECUTION OF COMBAT OPERATIONS.
ALL COMBAT ORDERS DIRECT A TASK AND PURPOSE TO THE UNIT TO FACILITATE MISSION ACCOMPLISH.
THERE ARE THREE (3) COMBAT ORDERS USED:
(1) WARNING ORDER (WARNO)
(2) OPERATION ORDER (OPORD)
(3) FRAGMENTATION ORDER (FRAGO)

33. WARNING ORDER (WARNO)
WARNING ORDERS GIVE SUBORDINATES ADVANCE NOTICE OF OPERATIONS THAT ARE TO COME. THIS GIVES THEM TIME TO PREPARE.
THE ORDER SHOULD BE BRIEF, BUT COMPLETE. A SAMPLE FORMAT FOLLOWS:
1. SITUATION: BRIEF DESCRIPTION; FOR EXAMPLE, THE ENEMY IS DEFENDING AND OUR BATTALION IS ATTACKING TO THE NORTH. ATTACHMENTS AND DETACHMENTS TO THE PLATOON OR SQUAD.
2. MISSION: USE THE RESTATED MISSION FROM THE MISSION ANALYSIS.

34. WARNING ORDER (WARNO) WARNING ORDER FORMAT CONT.
3. GENERAL INSTRUCTIONS:
a. CHAIN OF COMMAND (CALL BY NAME).
b. SPECIAL TEAMS OR TASK ORGANIZATION WITHIN PLATOON OR SQUAD. (TRY NOT TO VIOLATE UNIT INTEGRITY).
c. UNIFORM AND EQUIPMENT COMMON TO ALL (CHANGES FROM SOP; e.g., DROP RUCKS, DROP OR PICK UP HELMETS).
d. SPECIAL WEAPONS, AMMUNITION, OR EQUIPMENT (DIFFERENT FROM SOP; e.g., MINES, SATCHEL CHARGES, GRAPPLING HOOKS, DROP OR PICK UP NODs).

35. WARNING ORDER (WARNO) WARNING ORDER FORMAT CONT.
e. TENTATIVE TIME SCHEDULE. THIS IS FORMED ON THE BASIS OF MISSION ANALYSIS.. IT INCLUDES AT LEAST:
(1) EARLIEST TIME OF MOVE.
(2) TIME AND PLACE OF OPORD AND WHO WILL ATTEND.
(3) PROBABLE EXECUTION TIME.
(4) INSPECTION TIMES AND ITEMS TO BE INSPECTED (SOP).
(5) REHEARSAL TIMES AND ACTIONS TO BE REHEARSED; e.g., ACTIONS AT THE OBJECTIVE, SPECIAL TEAMS FOR BRIDGES, SEARCHES, PWs, OR OTHER ACTIONS AS TIME ALLOWS.
(4 & 5) PCI’s.....NEVER ENOUGH EMPHASIS PUT ON THESE AREAS.
WILL PAY BIG DIVIDENDS ON THE MISSION AND SAVE LIVES!!!

36. WARNING ORDER (WARNO) WARNING ORDER FORMAT CONT.
(f) ADDITIONAL GENERAL INSTRUCTIONS AS NEEDED OR BY SOP.
4. SPECIAL INSTRUCTIONS.
a. TO SUBORDINATE LEADERS:
(1) PLATOON SERGEANT.
(2) SQUAD LEADER.
(3) RATELO (RTO).
(4) MEDIC.
(5) FORWARD OBSERVER.
(6) ATTACHMENTS.

37. WARNING ORDER (WARNO) WARNING ORDER FORMAT CONT.
b. TO PERSONS HELPING IN PREPARATION OF OPORD (SOP).
c. AS NEEDED OR BY SOP.

38. OPERATION ORDER (OPORD)
AN OPORD GIVES THE SOLDIERS THE INFORMATION NEEDED TO CARRY OUT AN OPERATION.
OPORDs USE A FIVE-PARAGRAPH FORMAT TO ORGANIZE THOUGHTS AND ENSURE COMPLETENESS. A SIXTH PARAGRAPH IS ADDED IN THE TRAINING ENVIRONMENT FOR SAFETY.
THEY ALSO HELP SUBORDINATE LEADERS UNDERSTAND AND FOLLOW THE ORDER.
USE A TERRAIN MODEL OR SKETCH ALONG WITH A MAP TO EXPLAIN THE ORDER,
WHEN ABLE, GIVE THE ORDER WHILE OBSERVING THE OBJECTIVE AREA.

39. OPORD FORMAT
TASK ORGANIZATION (TELLS HOW THE UNIT IS ORGANIZED FOR COMBAT).
1. SITUATION:
a. ENEMY FORCES. INFORMATION ABOUT THE ENEMY, SUCH AS PLACEMENT, STRENGTHS, WEAKNESSES, AND ACTIVITY. INCLUDE THE CONCLUSIONS REACHED ABOUT THE ENEMY DURING THE ESTIMATE OF THE SITUATION.
b. FRIENDLY FORCES. THE MISSION (TASK AND PURPOSE) OF THE NEXT HIGHER UNIT, INTENT OF HIGHER COMMANDER, AND THE UNITS TO THE LEFT, RIGHT, FRONT, AND REAR; (MUST KNOW THE TASK AND PURPOSE FOR ALL ADJACENT UNITS).
c. ATTACHMENTS AND DETACHMENTS. UNITS BEING ATTACHED OR DETACHED, AND THE TIME THAT THEIR ATTACHMENT OR DETACHMENT TAKES PLACE.

40. OPORD FORMAT
2. MISSION: A CLEAR CONCISE STATEMENT OF THE UNIT’S MISSION (TASK AND PURPOSE). IT TELLS WHO, WHAT, WHEN, WHERE, AND WHY.
3. EXECUTION:
a. CONCEPT OF OPERATION. COMMANDER OR LEADER’S INTENT; SCHEME OF MANEUVER IN THE OFFENSE OR PLACEMENT OF UNITS IN THE DEFENSE; DESIGNATION OF THE MAIN EFFORT; THE FIRE SUPPORT PLAN; AND THE INTEGRATION OF OBSTACLES, MINES, AND FORTIFICATIONS. TELLS HOW THE LEADER WANTS TO ACCOMPLISH THE MISSION FROM START TO FINISH. IT GIVES THE SUBORDINATES THE COMMANDER’S INTENT.
b. TASKS FOR SUBORDINATE UNITS. INCLUDES SPECIFIC TASKS THAT THE UNIT MUST DO. THERE IS A SUBPARAGRAPH FOR EACH UNIT; TARGET PRIORITIES, ENGAGEMENT CRITERIA.
(3) EXECUTION:
MOST IMPORTANT PART OF THE ORDER, AND MUST BE UNDERSTOOD BY ALL...YOU COULD HAVE CASUALTIES ALONG THE WAY.

41. OPORD FORMAT
c. COORDINATING INSTRUCTIONS. INFORMATION THAT IS COMMON TO TWO OR MORE SUBORDINATE UNITS; TIME LINES, PRIORITIES OF WORK, GENERAL INSTRUCTIONS.
4. SERVICE AND SUPPORT: INFORMATION PERTAINING TO RATIONS, AMMUNITION, MEDICAL SUPPORT, HANDLING OF POW's AND CAPTURED DOCUMENTS, TRANSPORTATION, AND OTHER COMBAT SERVICE SUPPORT MATTERS.
IT INCLUDES AS MANY SUBPARAGRAPHS AS NEEDED TO PROVIDE THE INFORMATION. THERE IS NO SPECIFIC SEQUENCE FOR THE SUBPARAGRAPHS, BUT SHOULD BE PLANNED FOR AND ISSUED BY THE ELEMENT TO COORDINATING THE SPECIFIC SUPPORT; PLATOON SERGEANT, 1SG, XO.

42. OPORD FORMAT 5. COMMAND AND SIGNAL:
a. COMMAND. INFORMATION PERTAINING TO THE LOCATION OF THE LEADERS DURING THE OPERATION AND THE CHAIN OF COMMAND.
b. SIGNAL. COMMUNICATIONS INFORMATION SUCH AS FREQUENCIES, CALL SIGNS, SIGNALS, CHALLENGE AND PASSWORD (BEHIND OF FRIENDLY LINES, FORWARD OF FRIENDLY LINES, AND RUNNING), AND CODE WORDS.
6. SAFETY: DURING THE PLANNING PHASE OF ANY TRAINING MISSION, ALL LEADERS MUST CONDUCT A RISK ASSESSMENT BASED ON THE MISSION TO PERFORM AND THE TASKS ASSIGNED. THE RISK MANAGEMENT CHART SHOWS THE AREAS IN WHICH THE LEADER MUST ASSESS POSSIBLE HAZARDS.

43. OPORD FORMAT RISK MANAGEMENT
NONACCLIMATED
PARTIALLY
ACCLIMATED
MISSION PLANNING
MISSION CONTROL
SOLDIER SELECTION
SOLDIER ALERTNESS
MISSION
DURATION
TASK
ORGANIZATION
OPERATING
ENVIRONMENT
> 72 HOURS
24-48 HOURS
< 24 HOURS
PREPARATION TIME
IN DEPTH
ADEQUATE
MINIMAL 3 2 1 4 5
NATURE OF MISSION
NONTACTICAL
DAY
TACTICAL
NIGHT
OPCON
ATTACHED
ORGANIC
SOLDIER EXPERIENCE
COMPLEX
ROUTINE
SIMPLE
HIGHLY
EXPERIENCED
MOS
QUALIFIED
UNTRAINED
LENGTH OF REST
OPTIMUM >8 HOURS
ADEQUATE 4-8 HOURS
MINIMAL <4 HOURS
TERRAIN
EQUIPMENT STATUS
WEATHER & ENVIRONMENT CONDITIONS
TYPE
EQUIPMENT
AGE
TEMPERATURE
MOUNTAINS/DESERT
HILLS
FLAT/ROLLING
TRAFFICABILITY
IMPROVED
TRAILS
CROSS
COUNTRY 3 2 1 4 5
MAINTENANCE STATUS
F/M/C
MISSION
CAPABLE
NON M/C
OLD
AVERAGE
NEW
VISIBILITY / MOISTURE
< 31 OR >80
DAY / CLEAR
DRY
LTD VIS / HAZY
DRIZZLE
NIGHT / DUST/ FOG
SNOW / MUD / RAIN
ICE
LOW
1 - 10
CAUTION
HIGH
EXTREMELY
30 - HIGH - 35
DEVELOP & IMPLEMENT RISK REDUCTION ACTIONS.
ALL RISK GREATER THAN 4 REQUIRE IMMEDIATE ACTION.
WHEN TWO OR MORE AREAS ASSIGNED A RISK
FACTOR OF 5, THE OVERALL RATING IS EXTREMELY HIGH.
YOU ARE CHALLENGED TO MAKE PRUDENT RISK DECISIONS.
ACCEPT RISKS WHEN THE BENEFITS OUTWEIGH THE COST.

44. FRAGMENTARY ORDER (FRAGO)
A FRAGMENTARY ORDER (FRAGO) PROVIDES TIMELY CHANGES TO EXISTING ORDERS.
THE FORMAT FOR A FRAGO IS THE 5 PARAGRAPH OPORD FORMAT.
ONLY THOSE ITEMS THAT HAVE CHANGED SINCE THE LAST OPORD SHOULD BE DISCUSSED.
IF A SIGNIFICANT CHANGE IN THE MISSION OCCURS OR A NEW MISSION IS RECEIVED, AN OPORD MAY BE ISSUED RATHER THAN A FRAGO.

45. FIVE-POINT CONTINGENCY PLAN
PRIOR TO LEAVING THE UNIT, THE PLATOON LEADER / SQUAD LEADER GIVES INSTRUCTIONS CALLED A FIVE-POINT CONTINGENCY PLAN.
THIS CONTINGENCY PLAN IS ON WHAT HIS ACTIONS ARE GOING TO BE, WHAT ACTIONS HIS UNIT IS TO TAKE IN THE EVENT OF ENEMY ACTION, AND WHAT IS TO BE ACCOMPLISHED IN HIS ABSENCE.
THESE INSTRUCTIONS INCLUDE: WHERE HE IS GOING, OTHERS HE IS TAKING WITH HIM, TIME HE WILL BE GONE, WHAT HAPPENS IF HE DOES NOT RETURN, AND ACTIONS TO BE TAKEN IF THE UNIT MAKES CONTACT AND IF THE PLATOON / SQUAD LEADER MAKES CONTACT.

46. FIVE-POINT CONTINGENCY PLAN
AN ACRONYM CAN BE USED TO COMMIT THE FIVE-POINT CONTINGENCY PLAN TO MEMORY:
“GO TWA YOU AND ME”
G - GOING, WHERE THE PLATOON / SQUAD LEADER IS GOING.
O - OTHERS, WHO HE IS TAKING WITH HIM.
T - TIME, TIME HE WILL BE GONE.
W - WHAT, WHAT HAPPENS IF HE DOES NOT RETURN.
A - ACTIONS, ACTIONS ON ENEMY CONTACT, YOU AND ME. ACTIONS TO BE TAKEN BY YOU, ACTIONS TO BE TAKEN BY ME (THE DEPARTING LEADER).

47. ASSEMBLY AREA PROCEDURES
PURPOSE. AN ASSEMBLY AREA (AA) IS A PERIMETER DEFENSE USED WHEN A UNIT HALTS TO PERFORM NECESSARY PLANNING AND PREPARATION FOR FUTURE COMBAT OPERATIONS OR COMBAT SERVICE AND SUPPORT TASKS.
A TENTATIVE ASSEMBLY AREA IS GENERALLY SELECTED FROM MAP OR AERIAL RECONS, AND IS PHYSICALLY RECONNED AND SECURE PRIOR TO OCCUPATION TO MAKE SURE IT IS SUITABLE.
AN ALTERNATE ASSEMBLY AREA IS ALSO TENTATIVELY SELECTED.

48. ASSEMBLY AREA PROCEDURES
SOME ACTIONS TAKEN PRIOR TO AND DURING THE OCCUPATION OF AN ASSEMBLY AREA AS OUTLINED IN ARTEP 7-8 MTP INCLUDE:
1. A QUARTERING PARTY RECONNOITERS THE TENTATIVE ASSEMBLY AREA. THIS QUARTERING PARTY SHOULD CONTAIN AN ADEQUATE NUMBER OF SOLDIERS THAT ARE TRAINED TO PERFORM SPECIFIC TASKS.
a. ENTERS THE TENTATIVE ASSEMBLY AREA IN MOPP LEVEL 4, AND SURVEYS THE SITE FOR CONTAMINATION.
b. ENSURES NO ENEMY ARE PRESENT.
c. CLEARS OR MARKS ALL OBSTACLES.
2. THE QUARTERING PARTY DETERMINES INITIAL POSITIONS FOR THE PLATOON ELEMENTS.
a. ENSURES MUTUAL SUPPORT (FIRES).
b. MARKS IAW THE UNIT SOP.

49. ASSEMBLY AREA PROCEDURES
3. THE QUARTERING PARTY ESTABLISHES INITIAL SECURITY.
a. FORCES THE ENEMY RECONNAISSANCE PROBES TO WITHDRAW.
b. WARNS THE MAIN BODY OF THE ENEMY ATTACK.
4. AS THE PLATOON CLEARS THE RELEASE POINT, QUARTERING PARTY MEMBERS, WAITING IN COVERED AND CONCEALED POSITIONS, MOVE OUT TO GUIDE THEM TO SELECTED OR DESIGNATED AREAS WITHOUT HALTING.
a. EACH ELEMENT IS GUIDED TO THE CORRECT POSITION.
5. THE PLATOON ESTABLISHES AND MAINTAINS LOCAL SECURITY.
a. THE PLATOON LEADER ASSIGNS EACH VEHICLE/CREW/SQUAD A SECTOR OF THE PERIMETER TO ENSURE MUTUAL SUPPORT AND TO COVER ALL GAPS BY OBSERVATION AND FIRE.
(3) THIS IS A CRITICAL MISSION!!

50. ASSEMBLY AREA PROCEDURES
b. THE PLATOON LEADER DESIGNATES AN OP, AND SQUAD LEADERS SELECT OP PERSONNEL.
c. THE OP HAS TWO (2) TYPES OF COMMUNICATIONS WITH THE PLATOON CP.
d. THE OP WARNS THE PLATOON OF ENEMY APPROACH BEFORE THE PLATOON IS ATTACKED.
6. THE PLATOON LEADER ESTABLISHES A PRIORITY OF WORK, TO INCLUDE (CAN VARY BY UNIT SOP AND METT-T):
a. POSITIONING OF VEHICLES, CREWS-SERVED WEAPONS, CHEMICAL-AGENT ALARMS, AND DESIGNATING PDF, FPL, AND FPF’s.
b. CONSTRUCTING INDIVIDUAL AND CREW-SERVED FIGHTING POSITIONS.

51. ASSEMBLY AREA PROCEDURES
c. SETTING UP WIRE COMMUNICATIONS BETWEEN THE SQUADS TO THE PLATOON CP. (RADIO SILENCE IS OBSERVED BY THE PLATOON).
d. PREPARING RANGE CARDS.
e. CAMOUFLAGING POSITIONS.
f. CLEARING FIELDS OF FIRE.
g. DISTRIBUTING AMMUNITION, RATIONS, WATER, SUPPLIES, AND SPECIAL EQUIPMENT.
h. CONDUCTING PREVENTIVE MAINTENANCE CHECKS AND SERVICES ON VEHICLES AND EQUIPMENT.
i. PREPARING DRAGON NIGHTSIGHT.
j. INSPECTING PLATOON MEMBERS AND EQUIPMENT.
k. REHEARSING CRITICAL ASPECTS OF THE UPCOMING MISSION.

52. ASSEMBLY AREA PROCEDURES
l. TEST-FIRE SMALL ARMS (IF THE TACTICAL SITUATION PERMITS).
m. CONDUCTING PERSONAL HYGIENE AND FIELD SANITATION.
n. INSTITUTING REST PLAN FOR SOLDIERS AND LEADERS.
o. COMPLETING THE WORK PRIORITIES AS TIME PERMITS.
7. THE PLATOON COORDINATES, AS A MINIMUM, WITH THE ELEMENT ON THE LEFT AND RIGHT.
a. ASSIGNS SECURITY PATROLS, IF APPLICABLE.
b. ESTABLISHES RESPONSIBILITY FOR OVERLAPPING AVENUES OF APPROACH BETWEEN ADJACENT SQUADS AND PLATOONS.
c. ENSURES THERE ARE NO GAPS BETWEEN ELEMENTS.
d. EXCHANGES INFORMATION ON OP LOCATIONS AND UNIT SIGNALS.

53. ASSEMBLY AREA PROCEDURES
e. COORDINATES LOCAL COUNTERATTACKS.
8. THE PLATOON LEADER FORWARDS A SECTOR SKETCH TO THE COMPANY COMMANDER AND KEEPS ONE FOR UNIT USE.

54. LEADERSHIP PAYOFF
WAR IS WAGED ONLY WITH VIGOR, DECISION, AND UNSHAKEN WILL:
ONE MUST NOT GROPE
OR HESITATE
IF WE APPLY THE PRINCIPLES DISCUSSED IN THIS LESSON,
WE CAN DEVELOP OURSELVES TO MASTER THE SKILLS NECESSARY TO EARN THE CONFIDENCE OF OUR SOLDIERS,
AND LEAD THOSE SOLDIERS THAT HAVE ENTRUSTED
US, THE LEADERSHIP WITH THEIR LIVES.