text: Chapter 4
  Perform an Initial Assessment--During the initial assessment, the team leader conducts a
  METT-TC analysis with the available information. The team leader shares the results of this
  analysis with the team that are necessary to complete details of the WARNO. Details of the
  analysis may be withheld from the team for OPSEC reasons until arrival at the planning
  facility.
  Allocate the Available Time--The LRS team leader produces a time schedule based on the
  information received in the company or detachment WARNO. Using the reverse planning
  methodology, knowing critical times and experienced judgment on time estimates for events
  are essential in creating a realistic time schedule. The team leader should also consider potential
  changes to the time schedule. For example, if the team were ordered to execute the mission six
  hours early, the team leader must determine what remaining critical must still be completed to
  ensure mission success.
  Issue the Warning Order
  4-13. The team leader issues a WARNO to the team. This WARNO generally provides the same
  information as the company WARNO, with the addition of both general and team-specific instructions
  (Appendix B).
  Initiate Movement
  4-14. After the inspections, the team compiles a list of deficiencies and an initial supply request. The
  team and LNO move to the planning facility area, where they set up the planning facility IAW unit SOP
  (Appendix D).
  Make a Tentative Plan
  4-15. Making a plan combines mission analysis, COA development, COA analysis, COA comparison,
  and COA approval. The team leader and RTO normally receive the mission briefing from the
  commander, detachment leader, or the operations section. At the same briefing, the team leader receives
  the mission folder. Following the briefing, the team leader conducts a confirmation briefing. The team
  leader, with the assistance of the team, conducts mission analysis using METT-TC.
  Conduct a Confirmation Brief
  4-16. Immediately following the OPORD, the team leader briefs the commander or detachment leader
  to confirm that he understands the mission and the commander's intent. (Appendix B provides an
  example confirmation brief.) Before mission planning begins, the team leader may give the team an
  updated WARNO based on material in the company OPORD.
  Begin Team-Planning Process
  4-17. The team begins the planning process. The team leader might conduct a visual reconnaissance
  of the AO. If feasible, the senior scout accompanies him. While he reconnoiters, the assistant team leader
  supervises equipment and personnel preparation. TOC personnel make themselves available for
  coordination throughout the planning phase.
  Note: The OPORD, not the backbrief, drives planning. The backbrief is just a form
  of rehearsal.
  Analyze the Mission
  4-18. The team leader reviews and studies the mission, first identifying the specified and implied
  tasks. From the specified and implied tasks, the team leader identifies the essential tasks. These tasks
  must be completed to accomplish the mission. Failure to complete an essential task results in mission
  failure. He also identifies any constraints. The product of this part of the mission analysis is the restated
  mission.