text: Chapter 6
  Figure 6-1. Operations Process
  SECTION I – PLANNING
  6-1. Army commanders and their staffs use two doctrinal planning processes to integrate activities during
  planning: the Military Decision Making Process (MDMP) and troop leading procedures (TLP). Units and
  headquarter elements with a formally organized staff employ MDMP to provide structure to help
  commanders and staffs develop estimates, plans, and orders. At the lowest tactical echelons of FM, FMSUs
  and FMSDS use TLP to plan and execute FM missions. These planning processes are a means to an end
  and depend heavily on the commander’s ability to visualize and describe the operation.
  6-2. FM planners at all levels and organizations will ensure the composite risk management (CRM)
  process is included as part of each phase of the operations planning process. Risk is a function of the
  probability of an event occurring and the severity of the event expressed in terms of the degree to which the
  incident impacts combat power or mission capability. CRM is the Army’s primary decision making process
  for identifying hazards and controlling risks across all Army missions, functions, operations, and activities.
  CRM serves as an integrating process for the sustainment warfighting function in Army operations. See
  Field Manual 5-19, Composite Risk Management, for more information.
  6-3. Planning is the process by which commanders (and the staff, if available) translate the commander’s
  visualization into a specific course of action for preparation and execution, focusing on the expected results
  (ADP 3-0). Planning involves understanding and framing the problem and envisioning the set of conditions
  that represent the desired end state. FM planners (ASCC G-8, ESC FM SPO, FMSC, corps/Division G-8)
  must understand the commander’s intent and the sets of conditions that describe the desired end state. FM
  operations must be planned, prepared and executed in order to achieve the commander’s end state. FM
  commanders and staff members consider the consequences and implications of each course of action
  (COA) with respect to FM. Upon COA selection, FM planners will:
  * Formulate specific FM tasks that support the commander’s intent.
  * Formulate FM running estimates.
  * Identify required FM staff actions.
  * Develop assessment framework.
  6-4. FM planning develops the detailed and relevant FM information required during execution in order
  to set initial conditions, assign support relationships, and establish priorities of FM support. FM planning
  continues after order issuance as the OE develops and changes requiring orders and plans refinement and
  the issuance of branches and sequels.