text: Chapter 6
  6-13. FM units employing the MDMP to conduct FM mission planning should tailor and modify the actual
  steps of MDMP to suit the unique nature of FM operations. For example, step 4 of the MDMP, “War
  Game”, can be modified to analyze the impact of possible enemy COAs on each proposed FM COA.
  Evaluation criteria used for FM COA comparison can be derived from the principles of FM established in
  chapter one, the principles of war, commander’s guidance, or measures of effectiveness (MOE) and/or
  measures of performance (MOP) established to evaluate FM operations. The key point is that MDMP must
  be tailored to suit the needs of the commander in an effort to determine and devise the best possible plan
  most likely to accomplish the mission.
  SECTION II – PREPARATION
  6-14. During the preparation of the plans and orders the financial manager must be cognizant of the full
  mission and the financial management responsibilities in order to support commanders.
  TROOP LEADING PROCEDURES (TLP)
  6-15. Leaders of FMSCs, FMSUs, and FMSDs use TLP to develop plans and orders. This framework
  applies to all Army small units regardless of unit type and extends the MDMP to the small unit level. Both
  TLP and the MDMP are linked by the basic Army problem solving methodology explained in ADRP 6-0,
  Mission Command. Commanders with a coordinating staff (theater Army to battalion level commands) use
  the MDMP for their primary planning process while small units, such as FMSUs and FMSDs, lack a formal
  staff and rely on TLP to plan and prepare for operations.
  6-16. Troop leading procedures are a dynamic process used by FM leaders to analyze a mission received
  from their respective higher headquarters (SUST BDE), Special Troops Battalion (STB), or FMSU,
  develop a plan, and prepare for operations. These procedures enable FM leaders to maximize available
  planning time while developing effective plans and adequately preparing their units for an operation. This
  process places the primary responsibility for planning primarily on the commander or small-unit leader. See
  ADP 5-0 for more information on TLP.
  6-17. FM planners within the FM SPO cells at the ESC and S-8 sections in the brigades are integral
  participants in the tactical planning process. They must integrate FM operations within the respective AOs
  of their organizations to ensure that direction issued to FM units in the form of WARNOs and OPORDs
  contain clear and concise guidance that enables FM leaders of FMSUs and FMSDs to plan, prepare and
  execute FM operations that support the commander’s mission. FM efforts at the FMSU and detachment
  level must be nested with theater Army FM operations and initiatives. Planners at the BCT and ESC and
  sustainment brigades coordinate closely with the theater FMSC to ensure this critical nesting of FM plans
  and orders at the operational and tactical level occurs.
  6-18. FM leaders within the FMSUs and FMSDs rely on information contained in higher headquarters
  orders, plans, and staff running estimates to develop their METT-TC analysis. The ESC FM SPO, in
  coordination with the FMSC, should assist when possible in providing additional information to the
  subordinate FM units to include country studies, host nation support agreements, and theater Army
  Operational Contract Support Plan.
  SECTION III – EXECUTION
  6-19. During the execution of any plan, there must be a total understanding of the principles that will help
  achieve success during any mission. A clear and concise order will keep all elements involved
  synchronized and well informed about the objective of the operation.
  MISSION COMMAND
  6-20. The Army’s primary method of command is mission command. Mission command is the 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. (ADP
  6-0).