Army Ranger Handbook- Operations Guide

Army Ranger Handbook- Operations Guide

OPERATIONS
This chapter provides techniques and procedures used by Infantry platoons and squads throughout the planning and execution
phases of tactical operations. Specifically, it discusses the troop-leading procedures, combat intelligence, combat orders, and
planning techniques and tools needed to prepare a platoon to fight. These topics are time sensitive and apply to all combat
operations. When they have time, leaders can plan and prepare in depth. If they have less time, they must rely on previously
rehearsed actions, battle drills, and standing operating procedures (SOPs).
2-1. TROOP-LEADING PROCEDURES
Troop leading procedures comprise the following steps. They are what a leader does to prepare his unit to accomplish a tactical
mission. The TLP starts when the leader is alerted for a mission or receives a change or new mission. He can perform Steps 3
through 8 in any order, or at the same time. (He can also use the tools of the tactician shown in Figure 2-1):
1. Receive the mission.
2. Issue a warning order.
3. Make a tentative plan.
4. Initiate movement.
5. Reconnoiter.
6. Complete the plan.
7. Issue the complete order.
8. Supervise.
Figure 2-1. TOOLS OF THE TACTICIAN RELATIONSHIP
a. STEP 1--RECEIVE THE MISSION. The leader may receive the mission in a warning order, an operation order (OPORD), or
a fragmentary order (FRAGO). He should use no more than one third of the available time for his own planning and for issuing his
OPORD. The remaining two thirds is for subordinates to plan and prepare for the operation. Leaders should also consider other
factors such as available daylight and travel time to and from orders and rehearsals.
b. STEP 2--ISSUE A WARNING ORDER. The leader provides initial instructions in a warning order. The warning order
contains enough information to begin preparation as soon as possible. The warning order mirrors the five-paragraph OPORD
format. A warning order may include--
• The mission or nature of the operation (mission statement).
• Time and place for issuance of the operation (coordinating instructions).
• Who is participating in the operation (coordinating instructions).
• Time of the operation (timeline).
c. STEP 3--MAKE A TENTATIVE PLAN. The leader uses METT-TC to develop an estimate of the situation, which he will
use as the basis for his tentative plan. This set of actions is referred to as the leader's mission analysis:
(1) Conduct a detailed mission analysis.
(a) Concept and Intent. Higher commanders' concept and intent two levels up. This information is found in paragraph
1b for two levels up and in paragraphs 2 and 3 for one higher.
(b) Unit Tasks. Tasks that are clearly stated in the order (Specified Tasks) or tasks that become apparent as the
OPORD is analyzed (Implied Tasks).
EXAMPLE SPECIFIED TASKS
• Retain hill 545 to prevent envelopment of B Co.
• Provide one squad to the 81-mm platoon to carry ammo.
• Establish an OP vic GA124325 NLT 301500 NOV 89.
EXAMPLE IMPLIED TASKS
• Provide security during movement.
• Conduct resupply operations.
• Coordinate with adjacent units.
(c) Unit Limitations. The leader next determines all control measures or instructions in the OPORD that restrict his
freedom of action; these are called limitations. In every operation, there are some limitations on the unit.
COMMON LIMITATIONS
Graphic control measures.
Cross the LD at 100030 OCT 94 (time).
MOPP4 in effect (uniform and environmental considerations).
ADA weapons status, tight; warning status, yellow (rules of engagement).
(d) Mission-Essential Task(s). After reviewing all the above factors, the leader identifies his mission-essential task(s).
Failure to accomplish a mission-essential task results in the unit's failure to accomplish its primary purpose for that operation. The
mission essential task should be found in the maneuver paragraph.
(e) Restated Mission. The restated mission statement becomes the focus for the remainder of the estimate process.
This is a clear, concise statement of the mission essential task(s) to be accomplished by the unit and the purpose to be achieved.
The mission statement will state WHO, WHAT (the task), WHEN (the critical time), WHERE (usually a grid coordinate), and WHY
(the purpose the unit must achieve). Some examples of restated missions follow:
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EXAMPLE RESTATED MISSIONS
(WHO) 1st Platoon attacks (WHAT) to seize (WHERE) HILL 482 vic NB 457371 (OBJ
BLUE) (WHEN) NLT 09050OZ Dec 92 L 482 (WHY) to enable the company's main
effort to destroy enemy command bunker.
(WHO) 1st Platoon, C Company defends (WHAT) to destroy from (WHERE)
AB163456 to AB163486 to AB123486 to AB123456 (WHEN) NLT 28153OZ Oct 97
(WHY) to prevent enemy forces from enveloping B Company, 1-66 Infantry (L) from
the south.
(2) Analyze the situation and develop a course of action. Each COA must be--suitable, acceptable, feasible,
distinguishable, and complete.
(3) Upon developing a COA, the unit leader will assign C2 headquarters, complete generic task organization assigning all
organic and attached elements, and prepare COA statement and sketch.
(4) With the restated mission from Step 1 to provide focus, the leader continues the estimate process using the remaining
factors of METT-TC.
(a) What is known about the ENEMY?
Composition This is an analysis of the forces and weapons that the enemy can
bring to bear. Determine what weapons systems they have
available, and what additional weapons and units are supporting
him.
Disposition The enemy's disposition is how he is arrayed on the terrain, such
as in defensive positions, in an assembly area, or moving in march
formation.
Strength Percentage strength.
Recent Activities Identify recent and significant enemy activities that may indicate
future intentions.
Reinforcement
Capabilities
Determine positions for reserves and estimated time to
counterattack or reinforce.
Possible Courses
of Action
Determine the enemy's possible COAs. This will help the leader
determine how to best array his own forces against the enemy and
fight the battle.
(b) How will TERRAIN and WEATHER affect the operation? Analyze terrain using OAKOC.
• Observation and Fields of Fire. Determine locations that provide the best observation and fields of fire along
friendly and enemy avenues of approach, near the objective, and on key terrain. The analysis of fields of fire is
mainly concerned with the ability to cover the terrain with direct fire.
• Avenues of Approach. Analyze and identify friendly and enemy avenues of approach. Identify avenues of
approach en route to the objective, on and around the objective, and for possible enemy counterattack. Also,
consider aerial and subterranean avenues.
Offensive
Considerations
(Friendly)
• How can these avenues support my movement?
• What are the advantages/disadvantages of each? (Consider enemy,
speed, cover, and concealment.)
• What are the likely enemy counterattack routes?
Offensive
Considerations
(Enemy)
• How can the enemy use these approaches?
• Which avenue is most dangerous? Least? (Prioritize each approach.)
• Which avenues would support a counterattack?
• Cover and Concealment. The analysis of cover and concealment is often inseparable from the fields of fires
and observation. Weapon positions must have both to be effective and to be survivable. Infantry units are
capable of improving poor cover and concealment by digging in and camouflaging their positions. When
moving, the terrain is used to provide cover and concealment.
• Obstacles. Identify the existing and reinforcing obstacles and hindering terrain that will affect mobility.
• Key Terrain. Key terrain is any location or area that the seizure, retention, or control of affords a marked
advantage to either combatant. Using the map, aerial photos, and information already gathered, look for key
terrain that dominates avenues of approach or the objective area. Next, look for decisive terrain that if held or
controlled will have an extraordinary impact on the mission.
(5) Analyze courses of action (war-game). This analysis is conducted by war-gaming friendly courses of action against
the enemy's most probable courses of action. The leader can--and should--war-game with his subordinates.
(6) Compare courses of action. The leader compares the COAs and selects the one that is most likely to accomplish the
assigned mission. He considers the advantages and disadvantages for each COA. He also considers how the critical events impact
on COAs.
(7) Make a decision. The leader selects the COA that he believes has the best chance of accomplishing the mission.
d. STEP 4--START NECESSARY MOVEMENT. The unit may need to begin movement while the leader is still planning or
forward reconnoitering. This step may occur anytime during the TLP.
e. STEP 5--RECONNOITER. If time allows, the leader makes a personal reconnaissance. When time does not allow, the
leader must make a map or aerial photo reconnaissance. Sometimes the leader must rely on others, such as scouts, to conduct the
reconnaissance.
f. STEP 6--COMPLETE THE PLAN. The leader completes his plan based on the reconnaissance and any changes in
the situation.
g. STEP 7--ISSUE THE COMPLETE ORDER. Platoon and squad leaders normally issue oral operations orders to aid
subordinates in understanding the concept of the mission. Leaders may require subordinates to repeat part of the order,
demonstrate it on a terrain model, or sketch their understanding of the operation. Leaders should also quiz their Rangers to ensure
that all Rangers understand the mission.
h. STEP 8--SUPERVISE AND REFINE. The leader supervises the unit's preparation for combat by conducting rehearsals
and inspections.
(1) Rehearsals. Rehearsals include the practice of having squad leaders brief their planned actions in execution
sequence to the platoon leader. The leader should conduct rehearsals on terrain that resembles the actual ground, and in similar
light conditions. At a minimum, the leader should conduct a backbrief (least preferred), full force rehearsal (most preferred), or
reduced force rehearsal (key leaders), and a rock drill.
(a) Purpose. The leader uses rehearsals to--
• Practice essential tasks (improve performance).
• Reveal weaknesses or problems in the plan.
• Coordinate the actions of subordinate elements.
• Improve Ranger understanding of the concept of the operation (foster confidence in Rangers).
(b) Times and Tasks. The platoon may begin rehearsals of battle drills and other SOP items before the receipt of the
operation order. Once the order has been issued, it can rehearse mission specific tasks. Some important tasks to rehearse include--
• Actions on the objective.
• Assaulting a trench, bunker, or building.
• Actions at the assault position.
• Breaching obstacles (mine and wire).
• Using special weapons or demolitions.
• Actions on unexpected enemy contact.
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(c) Types.
• Backbrief.
-- Key leaders sequentially brief the actions required during operation.
-- Patrol leader controls.
-- Conducted twice: right after FRAGO (confirmation brief), and again after subordinates develop
own plan.
• Reduced force.
-- Conducted when time is key constraint.
-- Conducted when security must be maintained.
-- Key leaders normally attend.
-- Mock-ups, sand tables, and small scale replicas used.
• Full force.
-- Most effective type.
-- First executed in daylight and open terrain.
-- Secondly conduct in same conditions as operation.
-- All Rangers participate.
-- May use force on force.
• Techniques.
-- Force on force.
-- Map (limited value and limited number of attendees).
-- Radio (cannot mass leaders; confirms communications).
-- Sand table or terrain model (key leaders; includes all control measures).
-- Rock drill (similar to sand table/terrain model; subordinates actually move themselves). Very effective
for coordinating timing and sequence of events--especially when air assets are used.
(d) Inspections. Squad leaders should conduct initial inspections shortly after receipt of the warning order. The
platoon sergeant spot-checks throughout the unit's preparation for combat. The platoon leader and platoon sergeant make a final
inspection of--
• Weapons and ammunition.
• Uniforms and equipment.
• Mission-essential equipment.
• Soldier's understanding of the mission and their specific responsibilities.
• Communications.
• Rations and water.
• Camouflage.
• Deficiencies noted during earlier inspections.
2-2. COMBAT INTELLIGENCE. Gathering information is one of the most important aspects of conducting patrolling operations. The
following details what information to collect and how to report it:
a. Reports. All information must be quickly, completely, and accurately reported. Use the SALUTE report format for
reporting and recording information.
SIZE – Seven enemy personnel
ACTIVITY – Traveling SW
LOCATION – GA123456
UNIT/UNIFORM – OD uniforms with red six-point star on left shoulder
TIME – 210200JAN99
EQUIPMENT – Carry one machine gun and one rocket launcher
b. Field Sketches. Try to include a sketch with each report. Include only any aspects of military importance such as targets,
objectives, obstacles, sector limits, or troop dispositions and locations (use symbols from FM 1-02). Use notes to explain the
drawing, but they should not clutter the sketch.
c. Captured Documents. The leader collects documents and turns them in with his reports. He marks each document with
the time and place of capture.
d. Prisoners. If prisoners are captured during a patrolling operation, they should be treated IAW the Geneva Convention and
handled by the 5-S rule:
(1) Search
(2) Silence
(3) Segregate
(4) Safeguard
(5) Speed to rear
e. Debriefs. Immediately upon return from a mission, the unit is debriefed. The intelligence officer will generally have a
unit-specific format for debriefing a patrol.
2-3. WARNING ORDER. Warning orders give subordinates advance notice of upcoming operations. This gives them time to
prepare. A warning order must be brief, but complete. A warning order only authorizes execution when it clearly says so. (Figure 2-2
shows an example format; Figure 2-3 shows an example warning order.)
Figure 2-2. WARNING ORDER FORMAT
WARNING ORDER ________
*Roll call, pencil/pen/paper, RHB, map, protractor, leader’s monitor, hold all questions till the end
References: Refer to higher headquarters’ OPORD, and identify map sheet for operation.
Time Zone Used throughout the Order: (Optional)
Task Organization: (Optional; see paragraph 1c.)
1. SITUATION (Higher’s OPORD para 1a[1]--[3])
a. Enemy Forces. Include significant changes in enemy composition, dispositions, and courses of action. Information
not available for inclusion in the initial WARNO can be included in subsequent warning orders. (who, what, where)
b. Friendly Forces. (Optional) only address if essential to the WARNO.
(1) Higher commander's mission (who, what, where, why).
(2) Higher commander's intent. (Higher’s [go to mapboard] OPORD para 1b[2], give task and purpose)
c. Attachments and Detachments. Initial task organization, only address major unit changes.
(1) Orient relative to each point on the compass.
(2) Box in the entire AO with grid lines.
(3) Trace each Zone using boundaries.
(4) Familiarize by identifying 3 natural (terrain) and 3 man-made features in each zone.
(5) Point out the enemy and friendly locations on the map board.
2. MISSION. State mission twice (who, what, when, where, and why) and concisely state task and purpose.
3. EXECUTION.
a. Concept of Operation. Provide as much information as available. The concept should describe the form of maneuver
or defensive technique, critical events, decisive point of the operation and why it is decisive, task and purpose for the main
and supporting efforts, purposes of the warfighting systems, such as engineers, fire support, intelligence etc), acceptable
risk, and the desired endstate. After the desired endstate is stated, leaders should talk through the concept of the operation
like a story. Use a simple sketch to assist in relaying the information.
b. Tasks to Maneuver Units. Provide specified tasks to subordinate units. These are tactical instructions on how to
execute the mission for each element in task organization. Planning guidance consists of tasks assigned to subordinate
units, special teams, and key individuals.
c. Tasks to Combat Support Units. See paragraph 3b.
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d. Coordinating Instructions. Include any information available at that time. If you know it, then at least cover--
• Uniform and equipment common to all. Consider the factors of METT-TC and tailor the load
for each Ranger.
• Time line. (State 4 W’s and specified and implied times. Reverse plan. Use 1/3-2/3 rule.)
• CCIR.
• Risk guidance.
• Deception guidance.
• Specific priorities, in order of completion.
• Guidance on orders and rehearsals.
• Orders group meeting (attendees, location, and time).
• Earliest movement time and degree of notice.
4. SERVICE SUPPORT. Include any known logistics preparation for the operation.
a. Special equipment. Identify requirements and any coordination measures the unit needs to take to transfer the special
equipment. (State the equipment you will use, need, or want for the mission.)
b. Transportation. Identify requirements and any coordination needed to pre-position assets. (State unit's means of
infil/exfil.)
5. COMMAND AND SIGNAL.
a. Command. State the chain of command if different from unit SOP.
b. Signal. Identify current SOI edition, and pre-position signal assets to support operation.
• Give subordinates guidance on tasks to complete for preparation of the OPORD and the mission.
• Give time, place, and uniform of the OPORD.
• Give a time hack and ask for questions.