ADP/ADRP 3-90 Offense and Defense Information Brief

ADP/ADRP 3-90 Offense and Defense Information Brief

Outline Show Where ADP/ADRP 3-90 Fits within the Doctrine Construct Familiarize Audience with Contents of ADP/ADRP 3-90, Offense and Defense Inform Audience of Work on Subordinate Publications (FM 3-90, volumes 1 and 2) This is the agenda we will follow today.

Doctrine 2015 Overview Tactics and Procedures Fundamental principles
ADP 3-0 Unified Land Operations ADP 6-22 Army Leadership ADP 7-0 Training Units and Developing Leavers ADP 1-02 Operational Terms and Military Symbols ADP 3-07 Stability ADP 3-28 Defense Support of Civil Authorities ADP 3-90 Offense And Defense Army Doctrine Publications (ADP) [15 ADPs] ADP 2-0 Intelligence ADP 3-05 Special Operations ADP 3-09 Fires ADP 3-37 Protection ADP 4-0 Sustainment ADP 5-0 The Operations Process ADP 6-22 Army Leadership ADP 6-0 Mission Command Fundamental principles ADRP 1 The Army ADRP 3-0 Unified Land Operations ADRP 6-22 Army Leadership ADRP 7-0 Training Units and Developing Leavers Army Doctrine Reference Publications (ADRP) [1 per ADP] ADRP 1-02 Operational Terms and Military Symbols ADRP 3-07 Stability ADRP 3-28 Defense Support of Civil Authorities ADRP 3-90 Offense And Defense Detailed information on fundamentals ADRP 2-0 Intelligence ADRP 3-05 Special Operations ADRP 3-09 Fires ADRP 3-37 Protection ADRP 4-0 Sustainment ADRP 5-0 The Operations Process ADP 6-22 Army Leadership ADRP 6-0 Mission Command Field Manuals (FM) Field Manual Field Manual Field Manual Field Manual Field Manual Field Manual [50 FMs] This shows the overall structure of Doctrine Prior to this we were transitioning from a body of literature that was captured in only Field Manuals, and had about 550 FMs when we started conversion in 2009 into doctrine reengineering. Doctrine Reengineering broke doctrine down into FMs and ATTP – Army Tactics, Techniques, and Procedures Manauls. Doctrine 2015 takes the process even further, by separating out the four major categories of doctrine information into Principles, Tactics, Techniques, and Procedures, with each category having its own manual, or part of a manual. This is a true hierarchy, in that those manuals at the top drive those below them. If there is a conflict, the higher level manual is authoritative. These manual s also go from general (ADP) down to specific (ATP), with each level getting more and more detailed. This breakout was done to facilitate updating information more rapidly. The lower levels are the ones that change the fastest. By breaking them out into separate manuals we can update these more rapidly without having to change the whole body of information on a specific subject. Finally, this breakout makes it easier to access and understand what each member of the profession is responsible for in doctrine. At the top, the ADP represent the information every professional should be conversant with. As you go down the hierarchy, each level represents a more specialized body of knowledge. What an individual needs to know is based on his or her branch, grade, and assignment. Tactics and Procedures Army Techniques Pubs (ATP) Techniques Techniques Techniques Techniques Techniques Techniques Authenticated version on APD Input through wiki version 3

Army Doctrine Publications (ADP)
A Department of the Army Publication that contains the “Fundamental principles by which the military forces or elements thereof guide their actions in support of national objectives. It is authoritative but requires judgment in application (JP 1-02).” Generally limited to approximately 10 pages. Explains the fundamentals of the subject and how these support ADP 3-0, Operations. ADP 1 (The Army), 3-0 (Unified Land Operations), 7-0 (Training), and 6-22 (Army Leadership) are approved by the CSA. All other ADPs approved by the CAC CG. Start by clearly defining the essential information, the true fundamentals that guide the employment of forces. Do so by capturing this essential information in a small number of Army Doctrine Publications (ADP), each about 10 pages, focused on the major subjects that guide the force At the top is The Army – ADP 1 – the role of the Army in society. Below that we have the three ADP that lay out the basis what we do as an Army leadership, operations, and training. Below Operations, we have the foundations of Decisive Action – offense, defense, stability, and DSCA, the operations process, and Terms and Graphics. These define the essential components of how we operate in the field. Next we have the warfighting functions, how we group tasks for the conduct of operations. Note that we have added SOF here. Not a warfighting function, but a recognition that we must incorporate SOF into everything we do. Current plan is for the ADPs to have a single video book that visually portrays the key ideas.

Army Doctrine Reference Publications (ADRP)
Defense Support of Civil Authorities ADPs are supported by an ADRP - “detailed explanation of all doctrinal principles which provide the foundational understanding so everyone in the Army can interpret it the same way.” Army Doctrine (Department of the Army Publication) of less than 100 pages and approved by the CAC CG. All ADPs (except ADP 1) are supported by an ADRP with details on the fundamentals “to ensure a common understanding of the fundamentals across the force” A 10 page ADP by design leaves out a lot of information that is still necessary for the conduct of operations. For example, FM 3-0 included information on what specific tasks were associated with each warfighting function. ADRP 3-0 now contains this information. Such issues of which warfighting function is responsible for EW, internment and resettlement, etc. that used to be in FM 3-0, are now in ADRP 3-0. Thus, the ADRP provides a more fully developed discussion of fundamentals and captures key information not possible in a ten page document. These manuals are generally less than 100 pages. Each ADRP will have an accompanying interactive media instruction program that will guide the reader through the key points of the ADP and ADRP through graphics, videos, voice-overs, and quizzes to test knowledge of the subject.

Field Manuals (FM) Field Manual Field Manual Field Manual Field Manual Field Manual Field Manual Army Doctrine (Department of the Army Publication) that lays out tactics and procedures: Main body (maximum of 200 pages) contains tactics -“The employment and ordered arrangement of forces in relation to each other (JP 1-02).” Appendices contain procedures - “standard, detailed steps that prescribe how to perform specific tasks (JP 1-02”). Procedures require stringent adherence to steps without variance. Describes how the Army executes operations described in ADP. FMs are approved by the CAC CG as the TRADOC proponent for Army Doctrine. There will be 50 FMs. Next tier consists of 50 Field Manuals In the body of the manual (limited to 200 pages), the FMs contain primarily tactics – the ordered arrangement and employment of forces on operations, but also allows some other types of important information. The appendices for the FMs contain procedures – prescriptive ways of doing things that must be standardized across the Army (examples - five paragraph field order format, nine-line MEDEVAC format, other reports and message formats, control measures, etc.) One of the major features of Doctrine 2015 will be a Doctrine Knowledge Map that will present all of the information contained in Doctrine in an easy to access, intuitive program available either on the Web or in a DVD. It will provide easy access to information, graphics depicting the major ideas in doctrine, and access to all unlimited distribution manuals in one convenient location. Links will be provided to video books, IMIs, professional forums, and other websites related to doctrine. The next slide shows the current slate of 50 FMs.

Doctrine 2015 FMs Decisive Action Warfighting Functions
Stability Operations FM 3-90/1 Offense And Defense FM 3-90/2 Recon, Security and Enabling Tasks FM 2-0 Intelligence FM 3-05 Army Special Operations FM 3-09 Field Artillery Operations FM 4-95 Logistics Operations FM 6-0 Commander and Staff Officer Guide Decisive Action FM 3-95 Infantry Brigade Operations FM 3-96 Heavy Brigade Operations FM 3-97 Stryker Brigade Operations FM 3-98 Recon and Security Organizations FM 5-02 Operational Environment FM 27-10 The Law of Land Warfare FM 6-99 Report and Message Format FM 7-15 Army Universal Task List Warfighting Functions Reference Publications FM 1-0 Human Resources Support FM 1-04 Legal Support to the Operational Army FM 1-05 Religious Support FM 1-06 Financial Management Operations FM 3-01 Air and Missile Defense Operations FM 3-04 Aviation Operations FM 3-11 CBRN Operations FM 3-34 Engineer Operations FM 3-39 Military Police Operations FM 3-55 Information Collection FM 3-81 Maneuver Enhancement BDE FM 3-53 Military Information Support Operations FM 3-57 Civil Affairs FM 3-61 Army Public Affairs FM 4-01 Transport-ation FM 4-02 Army Health System FM 4-30 Ordnance Operations FM 4-40 Quarter-master Operations FM 6-02 Signal Operations FM 3-94 Echelons Above Brigade Other Echelons Branches FM HUMINT Collector Operations FM 3-13 Inform and Influence Activities FM 3-14 Army Space Operations FM 3-16 Multinational Operations FM 3-22 Army Support to Security Cooperation FM 3-24 Counter- insurgency FM 7-22 Army Physical Readiness Training FM 3-27 Army Global Ballistic Missile Defense Operations FM 3-38 Cyber- Electromagnetic Activities FM 3-50 Personnel Recovery FM 3-52 Airspace Control FM 3-63 Internment and Resettlement FM 3-99 Airborne and Air Assault Operations Special Category Types of Operations/Activities

Feeder for changes to approved pub
Army Techniques Pubs Techniques Techniques Techniques Techniques Techniques Techniques Departmental Publication On Wiki Site – Feeder for changes to approved pub Draft Techniques Draft Techniques Draft Techniques Draft Techniques Draft Techniques Draft Techniques Publications that contain techniques - “Non-prescriptive ways or methods used to perform missions, functions, or tasks (JP 1-02).” Each authenticated techniques publication has a draft version on a Wiki site: Wiki version allows input from the field to rapidly change approved publication Each technique pub has an assigned proponent responsible for monitoring input via Wiki and making changes to the authenticated publication. No limit on the size of techniques or how many separate documents. Approval authority is the proponent. Biggest change is in techniques. Have separated these out for two reasons. First, they are the most dynamic and changeable and least prescriptive – need to highlight that they are adaptable to rapidly changing enemy actions. Each ATP will have an authenticated (Departmentally approved ) version of the ATP posted on the official Army doctrine site run by the Army Publishing Directorate. For each authenticated ATP, there is a mirror image version on MilWiki site and open to input by any soldier with a CAC card, thus taking advantage of most professional and experienced force in our history. Every ATP has a proponent responsible for initially creating and then monitoring input to ensure consistency [with doctrine where necessary, not all ideas are good ideas, OPSEC issues, etc.] Second, when proposed changes are input through the Wiki version, an is generated to the proponent, who reviews the suggestions and decides whether and when to cut a change to the authenticated version.

Applications (APP) Consisting of interactive Media, Podcasts, Mobile APPs. Any content (ADP, ADRP, FM, techniques) can be converted into APP(s). Will follow the guidelines for Connecting Soldiers to Digital Applications (CSDA). Finally apps will be developed to cover a wide range of topics derived from the operational information. Apps can be used for the conduct of: Operations Training Self development, or Education. Not all apps derive from doctrine and techniques, but doctrine and techniques will generate many of them. Have already demonstrated this with a APP for the nine-line MEDEVAC which includes instruction, fill in the blanks format, training scenarios, and supporting documents. Apps will be governed by Connecting Soldiers to Digital Applications

Doctrine 2015 Transition Timeline
31 Aug 2012: ADP/ADRPs complete 31 Dec 2013: All Doctrine 2015 FMs complete 31 Dec 2015: All remaining knowledge transitioned to Army Techniques Publications with a draft version of each on a milwiki site This slide shows the TRADOC Commander’s current timeline for implementation of Doctrine 2015. While aggressive, this program has been fully supported by the TRADCO CG who has directed all TRADOC doctrine agencies to resource their doctrine writers to a level that will allow execution of this timeline. Further, we are working with FORSCOM to bring in folks from the operating force to take a direct hand in evaluating and adjudicating doctrine. This will ensure even better collaboration and input from practitioners. CADD has already had such a conference with FORSCOM representatives on the content and organization of FM 3-90, volumes 1 and 2.

ADP/ADRP 3-90 Offense and Defense Content Familiarization
Enough of Doctrine Now it is time to discuss the contents of ADP/ADRP 3-90

What is in ADP/ADRP 3-90 Preserves Enduring Fundamentals
Identifies “WHAT” a Unit does to Fight Engagements and Battles Facilitates the Conduct of Army Operations Reduces Need to Reprint the Same Information Prescribes Definitions of Common Tactical Terms Reflects Terminology and Organizational Decisions made since 4 July 2001 As previously mentioned, this is the capstone manual for the conduct of offensive and defensive tasks at the tactical level. This is a manual for professionals and requires dedication and study to master. It is authoritative and provides guidance in the form of combat-tested concepts and ideas modified to take advantage of emerging Army and joint capabilities while remaining focused on the tactics used to employ available means to win in combat The tactical level of war is the level of war at which battles and engagements are planned and executed to accomplish military objectives assigned to tactical units or task forces. It is important to understand tactics within the context of the levels of war. The strategic and operational levels provide the context for tactical operations. Without this context, tactical operations are reduced to a series of disconnected and unfocused actions. Every action is linked. The information, guidance and discussion provided in this manual follows TRADOC requirements to reduce redundancy in manuals and publications. What is provided in the Tactics manual should not be cut and pasted into other manuals without modification. Such modification should include the specific example techniques of how that echelon or unit can conduct that offensive or defensive task.

What is NOT in ADP/ADRP 3-90?
Doctrinal Material contained in other Publications Inform and Influence Activities (FM 3-13) Combined Arms Mobility Operations (ATTP ) Military Decisionmaking Process/Troop Leading Procedures (ADP/ADRP 5-0) Mission Command (ADP/ADRP 6-0) Leadership (ADP/ADRP 6-22) One of the challenges in doctrine is to avoid redundant presentation of information. If information on a topic is repeated in several different documents, when doctrinal treatment of that topic evolves/changes, then each document in which that topic is addressed also needs to be updated. The Army cannot afford to do this. That is why ADP/ADRP 3-90 does not address these areas in detail. Instead it provides hooks to these manuals in the text.

ADP 3-90, Offense and Defense 10 pages
Tactics The Tactical Level of War The Art and Science of Tactics Hasty Versus Deliberate Operations Common Tactical Concepts and Echelons Joint Interdependence Principles of Joint Operations Operational Variables Mission Variables Basic Tactical Concepts Tactical Echelons The ten pages here are normal 8.5 by 11 inch copy paper. In the reduced pocket size format ADP 3-90 will have a few additional pages. ADP 3-90 is a summary of the information contained in ADRP As a summary it does not address every item in ADRP 3-90, just the highlights. This slide shows the first half of the table of contents.

ADP 3-90, Offense and Defense (continued)
The Offense Purposes of the Offense Characteristics of the Offense Offensive Tasks Common Offensive Control Measures Forms of Maneuver Common Offensive Planning Considerations This shows the discussion of the offense in ADP Again this is a very superficial treatment of the subject matter.

ADP 3-90, Offense and Defense (continued)
The Defense Purposes of the Defense Characteristics of the Defense Defensive Tasks Common Defensive Control Measures Forms of the Defense Common Defensive Planning Considerations Tactical Enabling Tasks This shows the treatment of the task of defense in ADP 3-0. Notice that it mirrors the treatment of the offense. This slide shows that ADP 3-0 introduces the idea of tactical enabling tasks. Tactical enabling tasks addressed in ADRP 3-90 include reconnaissance, security, troop movement, relief in place, passage of lines, and encirclement operations. They are normally combined arms activities. Tactical enabling tasks are not conducted just for the sake of conducting the enabling task. They are conducted to support the conduct of whichever operational framework (defined in ADRP 3-0) is being used: decisive-shaping-sustainment operations, main and supporting efforts, or deep-close-security. This concludes my discussion of ADP 3-0. Remember, it is a summary of ADRP 3-90.

ADRP 3-90, Offense and Defense
“I also knew how to take up a position for a division, or even an army corps, but the stupid little subaltern’s game of the defense of a drift with a small detachment was, curiously enough, most perplexing.” MG Swinton, The Defense of Duffer’s Drift Now we turn our attention to ADRP 3-90. ADRP 3-90 is the senior publication for the conduct of tactical offensive and defensive tasks. This publication (along with FM 3-90, volumes 1 and 2) provides an authoritative reference for proponent tactical and techniques doctrinal and training publications It is most applicable for echelons that have associated staffs (battalion through division) although it does have some utility at the lowest tactical echelon (fire team, squad, and platoon).

Table of Contents Preface Introduction Chapter 1: Tactical Fundamentals Chapter 2: Common Tactical Concepts and Echelons Chapter 3: The Offense Chapter 4: The Defense Chapter 5: Tactical Enabling Tasks Glossary References Here is the table of contents for ADRP 3-90. It is important to note that in the Doctrine 2015 scheme, the information contained in chapters 1 and 2 will not be repeated or expanded upon in the Doctrine 2015 compliant FM 3-90, volumes 1 and 2. The information in chapters 3, 4, and 5 will be repeated and expanded on in the Doctrine 2015 compliant FM 3-90, volumes 1 and 2. Next I will address new information, rescinded terms, and modified terms used in ADRP 3-90.

Introductory table-1. New Army terms Term Remarks crew New definition deep, close, and security operational framework Introduced in ADP 3-0 fire team main and supporting effort operational framework platoon section squad Introductory table-2. Rescinded Army terms Term Remarks calculated risk Replaced by prudent risk civil affairs activities Replaced by civil affairs operations heavy brigade combat team (HBCT) Replaced by armored brigade combat team ISR Replaced by information collection when talking about these collectively. light Replaced by infantry when referring to Army forces military gamble Chief of Staff of the Army decision in FM 6-0 motorized Replaced by Stryker when referring to Army forces This slide show what new terms were introduced in ADRP that were not in the 2001 edition of FM 3-90, Tactics. Note the two operational frameworks introduced in ADP 3-0 and explained in ADRP 3-0 are used in ADRP 3-90. Definitions for very small tactical echelons—crew, fire team, squad, section, and platoon were introduced to account for all tactical echelons, not just company and above. The table of rescinded Army terms reflect decisions made in other forums.

Introductory table-3. Modified Army terms Term Remarks corps no longer considered a tactical echelon of command division new definition for the division echelon stability-centric/offensive-centric/defensive- centric The suffix “centric” is no longer used when talking about the elements of decisive action subordinate tasks within the mission command, intelligence, fires, and protection warfighting functions Subordinate task changes based on ADRP 3-0 The Army terms shown as modified in ADRP 3-90 also reflects decisions made in other forums. The new definition for the corps headquarters reflects Army force structure decisions that the Army now considers the corps as only an operational headquarters and not an organization that could be tactical or operational depending on the situation. The new definition for the division headquarters “An Army echelon of command above brigade and below corps. It is a tactical headquarters which employs a combination of Army brigade combat teams, multifunctional brigades and functional brigades in land operations.” reflects modularity on the old definition “Divisions are the largest fixed organizations in the Army that train and fight as tactical teams, and are organized with varying numbers and types of combat, combat support, and combat service support units.” The use of the suffix “-centric” in the legacy doctrine was an attempt to made it clear that usually one element of decisive action is predominate at a given time but the other elements are also taking place. Discussion in this manual reflect that the subordinate tasks in these warfighting functions did change between the 2010 change 1 to FM 3-0 and ADRP 3-0. (Hidden slide shows differences if needed.)

ADRP 3-90, Offense and Defense 100 pages
Chapter 1: Tactical Fundamentals The Tactical Level of War The Art and Science of Tactics Hasty Versus Deliberate Operations Solving Tactical Problems This slide shows the internal organization of chapter 1. This chapter addresses the tactical level of war, the art and science of tactics, hasty versus deliberate operations, and the solving of tactical problems. The tactical fundamentals discussed in this chapter builds on foundations provided by other ADPs/ADRPs, such as ADP/ADRP 3-0, ADP/ADRP 6-0, etc. .

Chapter 1: Tactical Fundamentals The Tactical Level of War The Art and Science of Tactics Hasty Versus Deliberate Operations Solving Tactical Problems The Tactical Level of War Tactical fundamentals are starting points. Must understand difference between TTP. Techniques and procedures are established patterns applied repeatedly. TTP are one set of tools used to develop a solution to a tactical problem. How to apply and use requires experience, training, and mastery of doctrine. Adaptive thinking, not relying on check lists or pull down menus. Tactics is the employment and ordered arrangement of forces in relation to each other (CJCSM ). Through tactics, commanders use combat power to accomplish missions. Here are some important points about the tactical level

Chapter 1: Tactical Fundamentals The Tactical Level of War The Art and Science of Tactics Hasty Versus Deliberate Operations Solving Tactical Problems The Art and Science of Tactics Three interrelated aspects of tactics: Creative and flexible array of means to accomplish missions Decision Making under conditions of uncertainty when faced with a free-thinking enemy Understanding effects of combat on Soldiers Intuitive faculties not learned solely by study. Evolve skill through variety of practical and relevant experiences. Military professionals at all echelons must understand and master the science and the art of tactics—two distinctly different yet inseparable concepts—to solve the problems that will face them on the battlefield. A tactical problem occurs when the mission variables of mission, enemy, terrain and weather, troops and support available, time available, and civil considerations (METT‑TC) of the desired tactical situation differ from those currently existing. The art of tactics consists of three interrelated aspects: the creative and flexible array of means to accomplish assigned missions, decision-making under conditions of uncertainty when faced with a thinking and adaptive enemy, and understanding the effects of combat on Soldiers. The science of tactics encompasses the understanding of those military aspects of tactics—capabilities, techniques, and procedures—that can be measured and codified. .

Chapter 1: Tactical Fundamentals The Tactical Level of War The Art and Science of Tactics Hasty Versus Deliberate Operations Solving Tactical Problems The Art and Science of Tactics Encompasses the understanding of those military aspects of tactics: Capabilities Techniques Procedures Mastery of the science; Necessary to understand physical and procedural constraints. Solution to Tactical actions cannot be reduced to a formula. The science of tactics includes the physical capabilities of friendly and enemy organizations and systems, such as determining how long it takes a given organization, such as a brigade, to move a certain distance. It also includes techniques and procedures used to accomplish specific tasks, such as the tactical terms and control graphics that compose the language of tactics. While not easy, the science of tactics is fairly straightforward. Much of what is contained in subordinate publications to this manual is the science of tactics—techniques and procedures for employing the various elements of the combined arms team to create or produce greater effects. Mastery of the science of tactics is necessary for military professionals to understand the physical and procedural constraints under which units must work. These constraints include the effects of terrain, time, space, and weather on friendly and enemy forces. However—because combat is an intensely human activity—the solution to tactical problems cannot be reduced to a formula. This realization necessitates the study of the art of tactics

Chapter 1: Tactical Fundamentals The Tactical Level of War The Art and Science of Tactics Hasty Versus Deliberate Operations Solving Tactical Problems A hasty operation is an operation in which a commander directs immediately available forces, using fragmentary orders, to perform activities with minimal preparation, trading planning and preparation time for speed of execution. The 9th Armored Division’s seizure of the bridge at Remagen in March 1945 illustrates a hasty operation conducted with the forces immediately available. A deliberate operation is an operation in which the tactical situation allows the development and coordination of detailed plans, including multiple branches and sequels. Forces are task organized specifically for the operation to provide a fully synchronized combined arms team. That combined arms team conducts extensive rehearsals while conducting shaping or supporting operations to set the conditions for the conduct of the force’s decisive operation. The 1st Infantry Division’s breach operation during the opening hours of Operation Desert Storm in 1991 illustrates a deliberate operation. Most operations lie somewhere along a continuum between these two extremes. Ongoing improvements in mission command systems continue to assist in the development of a COP of friendly and enemy forces while facilitating decisionmaking and communicating decisions to friendly forces. These improvements can help diminish the distinction between hasty and deliberate operations; they cannot make that distinction irrelevant. Determining the right choice between a hasty and deliberate operation involves balancing several competing factors, including acceptable risk.

Chapter 1: Tactical Fundamentals The Tactical Level of War The Art and Science of Tactics Hasty Versus Deliberate Operations Solving Tactical Problems Solving Tactical Problems Solve tactical problems and actions by choosing from interrelated options: Types and Forms of Operations Task Organization Arrangement and choice of control measures Tempo/Risks No checklists for solving tactical problems or initiating tactical actions and operations. Outthink the enemy through experience and creativity. Success in tactical problem solving results from the aggressive, intelligent, and decisive use of combat power in an environment of uncertainty, disorder, violence, and danger. A commander wins by maintaining the initiative and forcing the enemy to react to friendly operations, initiating combat on the commander’s own terms—at a time and place of the commander’s choosing. A commander should never surrender the initiative once it is gained. The commander should build momentum quickly to win decisively through the simultaneous rapid application of available combat power while operating inside the enemy’s decisionmaking cycle, and mastering the transitions between the defense to the offensive and vice versa. This allows the commander to maximize friendly and minimize enemy combat power by preventing the enemy from fighting as a combined arms force.

Chapter 1: Tactical Fundamentals The Tactical Level of War The Art and Science of Tactics Hasty Versus Deliberate Operations Solving Tactical Problems Solving Tactical Problems Aggressive, Intelligent and Decisive use and application of combat power. Commander wins by: Being on the Offensive Never surrendering Initiative Building Momentum Quickly and Decisively Operating inside the enemy’s decisionmaking cycle Mastering transition Offensive action is almost always the key to achieving decisive results. Commanders conduct the offense to achieve assigned missionsdestroying enemy forces or seizing terrainthat cumulatively produce the effects required by the operational commander. Circumstances may require defending; however, tactical success normally requires shifting to the offense as soon as possible. The offense ends when the forces conducting it accomplish their missions, reach their limits of advance, or approach culmination. Those forces then consolidate, resume the attack, or prepare for other operations. Commanders initiate combat on their own terms to gain important advantages. This allows the massing of the effects of combat power against selected inferior and isolated enemy units in vulnerable locations. Possession of the initiative allows a commander to continually seek vulnerable spots and shift the decisive operation when opportunities occur.

Chapter 1: Tactical Fundamentals The Tactical Level of War The Art and Science of Tactics Hasty Versus Deliberate Operations Solving Tactical Problems Solving Tactical Problems Possession of Initiative allows Commander to seek Enemy vulnerabilities while shifting decisive operation when opportunities arise: Maneuvering more rapidly than enemy Employing firepower Sustaining Forces Achieving and Maintaining Information Superiority Build Momentum Quickly . Commanders seek ways to build momentum quickly by seizing the initiative and executing operations at a high tempo. Momentum complements and helps to retain the initiative. Concentrating combat power at the decisive place and time overwhelms an enemy and gains control of the situation. Rapid maneuver to place the enemy in a disadvantageous position also builds momentum. Momentum allows the commanders to create opportunities to engage the enemy from unexpected directions with unanticipated capabilities. Having seized the initiative, the commander continues to control the relative momentum by taking action to maintain focus and pressure, controlling the tempo of operations, and creating and exploiting opportunities, while always assessing the situation and taking prudent risks.

Chapter 1: Tactical Fundamentals The Tactical Level of War The Art and Science of Tactics Hasty Versus Deliberate Operations Solving Tactical Problems Solving Tactical Problems Seize the Initiative Execute chosen operational framework: Concentrating effects at decisive place and time Rapid maneuver to put enemy in disadvantageous position Create and exploit opportunities against enemy while assessing the situation and taking calculated risks The commanders choose from a number of tactical options to create the solution to the tactical problem facing them. Although commanders solve specific tactical problems facing them by following the general principles outlined in this manual, there is no single, doctrinally correct, procedurally derived solution to any problem. The commander who employs the more appropriate tactics given the existing situation has a distinct advantage over an opponent, even if their forces have equal combat power. Transitions between the different elements and primary tasks of operations are difficult and, during execution, may create unexpected opportunities for Army or enemy forces. Commanders and their supporting staffs must quickly recognize such opportunities, developing transitions as branches or sequels during the planning process and act on them immediately as they occur. Decisive tactical victory occurs when the enemy no longer has the means to oppose the friendly force. It also occurs when the enemy admits defeat and agrees to a negotiated end of hostilities. Historically, a rapid tactical victory results in fewer friendly casualties and reduced resource expenditures. However, the commander avoids gambling subordinate forces and losing combined arms synchronization in search of rapid victory. In closing, solutions to tactical problems are a collective effort. Success results from the commander’s plan and the ability of subordinates to execute it. Commanders must have full confidence in their subordinates’ mastery of the art and science of tactics and in their ability to execute the chosen solution

Chapter 2: Common Tactical Concepts and Echelons Joint Interdependence Principles of Joint Operations Operational Variables Mission Variables The Doctrinal Hierarchy Warfighting Functions Defeat Mechanisms Basic Tactical Concepts Tactical Echelons The tactician must understand the common tactical concepts and definitions used by the military profession in the conduct of offensive and defensive tasks. This chapter revisits joint interdependence, principles of joint operations, and operational and mission variables. It introduces the Army doctrinal hierarchy that forms the framework by which this publication and its subordinate manuals are organized. This chapter also revisits the warfighting functions and four defeat mechanisms (destroy, dislocate, disintegrate, and isolate) defined in ADRP 3-0. The core discussion of this chapter are basic tactical concepts and the doctrinal definition of tactical echelons from the fire team to the division. The concepts and terms in this chapter are common to most combat operations.

Doctrinal Hierarchy This slide shows the Army’s tactical doctrinal taxonomy for the four elements of decisive action and their primary subordinate tasks. While an operation’s predominant characteristic is offense, defense, stability, or defense support of civil authorities, different units involved in that operation may be conducting different types and subordinate forms of operations, and often transition rapidly from one element or subordinate task to another. The commander rapidly shifts emphasis from one task to another to continually keep the enemy off balance, while positioning available forces for maximum effectiveness. Flexibility in transitioning contributes to a successful operation. The commander conducts tactical enabling tasks to assist the planning, preparation, and execution of any of the four elements of decisive action. Tactical enabling tasks are never decisive operations in the context of the conduct of offensive, defensive, and stability tasks. They are always shaping operations. As such, the commander uses tactical enabling tasks to assist in conducting combat operations with reduced risk. The tactical mission tasks listed at the bottom of this slide describe actions by friendly forces or effects on enemy forces that have specific military definitions that are not addressed in this publication. (They are addressed in FM 3-90, volume 1.) These tactical mission tasks have specific military definitions different from those found in a dictionary.

Chapter 2: Common Tactical Concepts and Echelons Joint Interdependence Principles of Joint Operations Operational Variables Mission Variables The Doctrinal Hierarchy Warfighting Functions Defeat Mechanisms Basic Tactical Concepts Tactical Echelons Area of operations Combined Arms Concept of Operations Decisive Engagement Defeat in Detail Flanks Maneuver Operation Operational Frameworks (ADRP 3-0) Piecemeal Commitment Reconstitution Reserve Rules of Engagement Tactical Mobility Uncommitted Forces Chapter 2 contains a discussion of basic tactical concepts common to both offensive and defensive actions. They are listed in alphabetical order, not in order of importance. These concepts, along with the information previously referenced in this chapter (principles of joint operations, operational variable, mission variables of METT‑TC, warfighting functions, and defeat mechanisms) along with elements of operational design, staff running estimates, input from other commanders, and the commander’s own experience and judgment allow the commander to visualize the conduct of operations. While all of these tactical concepts are important the basic responsibilities associated with being assigned an area of operations is key. All units assigned an AO have the following responsibilities within the boundaries of that AO: Terrain management. Information collection. Civil affairs operations. Air and ground movement control. Clearance of fires. Security. Personnel recovery. Environmental considerations. Minimum essential stability tasks.

Chapter 2: Common Tactical Concepts and Echelons Joint Interdependence Principles of Joint Operations Operational Variables Mission Variables The Doctrinal Hierarchy Warfighting Functions Defeat Mechanisms Basic Tactical Concepts Tactical Echelons The Army echelons its broad array of capabilities to perform diverse functions. These functions vary with the type of unit and, particularly at operational echelons, with the organization of the theater, the nature of the conflict, and the number of friendly forces committed to the effort. The Army’s tactical echelons range from the fire team or crew, through the squad, section, platoon, company, battalion, and brigade to the division. At each echelon, the commander task organizes available capabilities to accomplish the mission. The commander’s purpose in task organization is to maximize subordinate commanders’ abilities to generate a combined arms effect consistent with the concept of operations. Commanders and staffs work to ensure the distribution of capabilities to the appropriate components of the force to weight the decisive operation. The relationships between units within and supporting an echelon are described in terms of command and support relationships. (See ADRP 5‑0 for a discussion of these relationships.)

Chapter 2: Common Tactical Concepts and Echelons Joint Interdependence Principles of Joint Operations Operational Variables Mission Variables The Doctrinal Hierarchy Warfighting Functions Defeat Mechanisms Basic Tactical Concepts Tactical Echelons Fire team Crew Squad Section Platoon Companies, Batteries, Troops, and Detachments Battalions and Squadrons Brigades, Regiments, and Groups Division A fire team is a small military unit. A crew consists of all personnel operating a particular system. A squad is a small military unit typically containing two or more fire teams. A section is an Army unit smaller than a platoon and larger than a squad. A platoon is a subdivision of a company or troop consisting of two or more squads or sections.. A company is a unit consisting of two or more platoons, usually of the same type, with a headquarters and a limited capacity for self‑support. A troop is a company‑size unit in a reconnaissance organization. A battery is a company‑size unit in a fires organization. A battalion (or a reconnaissance squadron) is a unit consisting of two or more company‑, battery‑, or troop‑size units and a headquarters. A brigade is a unit consisting of two or more battalions and a headquarters company or detachment. A division is an Army echelon of command above brigade and below corps. It is a tactical headquarters which employs a combination of brigade combat teams, multifunctional brigades and functional brigades in land operations.

Chapter 3: The Offense “In war the only sure defense is the offense, and the efficiency of the offense depends on the warlike souls of those conducting it.” GEN Patton, War As I Knew It Offensive actions are combat operations conducted to defeat and destroy enemy forces and seize terrain, resources, and population centers. They impose the commander’s will on the enemy. A commander may also conduct offensive actions to deprive the enemy of resources, seize decisive terrain, deceive or divert the enemy, develop intelligence, or hold an enemy in position. This chapter discusses the basics of the offense. The basics discussed in this chapter apply to all offensive tasks. The commander seizes, retains, and exploits the initiative when conducting offensive actions. Specific operations may orient on a specific enemy force or terrain feature as a means of affecting the enemy. Even when conducting primarily defensive actions, wresting the initiative from the enemy requires offensive actions.

Chapter 3: The Offense Purposes of the Offense Characteristics of the Offense Offensive Tasks Common Offensive Control Measures Forms of Maneuver Common Offensive Planning Considerations Transition The main purpose of the offense is to defeat, destroy, or neutralize the enemy force. Additionally, commanders conduct offensive tasks to secure decisive terrain, to deprive the enemy of resources, to gain information, to deceive and divert the enemy, to hold the enemy in position, to disrupt his attack, and to set up the conditions for future successful operations.

Chapter 3: The Offense Purposes of the Offense Characteristics of the Offense Offensive Tasks Common Offensive Control Measures Forms of Maneuver Common Offensive Planning Considerations Transition Audacity, concentration, surprise, and tempo characterize the offense. Effective offensive actions capitalize on accurate and timely intelligence and other relevant information regarding enemy forces, weather, and terrain. The commander maneuvers forces to advantageous positions before contact. Protection tasks, such as security operations, operations security, and information protection keep or inhibit the enemy from acquiring accurate information about friendly forces. Contact with enemy forces before the decisive operation is deliberate, designed to shape the optimum situation for the decisive operation. The decisive operation that conclusively determines the outcome of the major operation, battle, and engagement capitalizes on subordinate initiative and a common operational picture (COP) to expand throughout the area of operations (AO). The commander executes violently both maneuver and fires without hesitation—within the higher commander’s intent—to break the enemy’s will or destroy the enemy.

Chapter 3: The Offense Purposes of the Offense Characteristics of the Offense Offensive Tasks Common Offensive Control Measures Forms of Maneuver Common Offensive Planning Considerations Transition An offensive task is a task conducted to defeat and destroy enemy forces and seize terrain, resources, and population centers (ADRP 3-0). The four primary offensive tasks are movement to contact, attack, exploitation, and pursuit. Movement to contact is an offensive task designed to develop the situation and to establish or regain contact. An attack is an offensive task that destroys or defeats enemy forces, seizes and secures terrain, or both. Exploitation is an offensive task—usually following the conduct of a successful attack—designed to disorganize the enemy in depth. A pursuit is an offensive task designed to catch or cut off a hostile force attempting to escape, with the aim of destroying it.

Chapter 3: The Offense Purposes of the Offense Characteristics of the Offense Offensive Tasks Common Offensive Control Measures Forms of Maneuver Common Offensive Planning Considerations Transition Assault Position Limit of Advance Assault Time Line of Departure Attack by Fire Position Objective Point of Departure Attack Position PLD Axis of Advance Rally Point Battle Handover Line Support by Fire Position Direction of Attack FCL Time of Attack Common Offensive Control Measures This section defines common offensive control measures that a commander uses to synchronize the effects of combat power. The commander uses the minimum control measures required to successfully complete the mission while providing subordinates the flexibility needed to respond to changes in the situation.

Chapter 3: The Offense Purposes of the Offense Characteristics of the Offense Offensive Tasks Common Offensive Control Measures Forms of Maneuver Common Offensive Planning Considerations Transition Forms of Maneuver Envelopment Flank Attack Frontal Attack Infiltration Penetration Turning Movement Forms of maneuver are distinct tactical combinations of fire and movement with a unique set of doctrinal characteristics that differ primarily in the relationship between the maneuvering force and the enemy. The Army has six forms of maneuver: envelopment, flank attack, frontal attack, infiltration, penetration, and turning movement. Combined arms organizations accomplish their assigned mission by synchronizing the contributions of all warfighting functions to execute these forms of maneuver. The commander generally chooses one form on which to build a course of action (COA). The higher commander rarely specifies the specific form of maneuver. However, that higher commander’s guidance and intent, along with the mission and any implied tasks, may impose constraints such as time, security, and direction of attack that narrow the forms of offensive maneuver to one alternative. Additionally, the AO’s characteristics and the enemy’s dispositions also help the commander determine the form of maneuver. A single operation may contain several forms of maneuver, such as a frontal attack to clear a security area followed by a penetration to create a gap in enemy defenses. Then, the commander might use a flank attack to expand that gap and destroy the enemy’s first line of defense. See FM 3-90, volume 1 for a discussion of these forms of maneuver.

Chapter 3: The Offense Purposes of the Offense Characteristics of the Offense Offensive Tasks Common Offensive Control Measures Forms of Maneuver Common Offensive Planning Considerations Transition Each battle or engagement, even those occurring simultaneously as a part of the same campaign, has its own unique peculiarities, determined by the actual conditions of the situation. The tactical commander begins with a designated AO, identified mission, and available forces. The commander develops and issues planning guidance based on the commander’s visualization in terms of the physical means to accomplish the mission. The widespread application of highly accurate and lethal weapons, high degree of tactical mobility, dynamic nature, rapid situational changes, and the noncontiguous and large spatial scope of unit AOs all characterize contemporary combined arms warfare. Understanding, visualizing, describing, and directing are aspects of leadership common to all commanders. The commander first able to visualize the battlefield, understand the implications of existing friendly and enemy dispositions, and take effective action to impose the commander’s will on the situation is most likely to enjoy tactical success. The discussion of common offensive planning considerations in this chapter are organized by warfighting function. In the case of the mission command and protection warfighting functions ,most of that discussion is redundant with information contained in ADP/ADRP 6-0 and ADP/ADRP 3-37 and therefore not included here. Those offensive planning considerations also apply to the defense with situational appropriate modifications.

Chapter 3: The Offense Purposes of the Offense Characteristics of the Offense Offensive Tasks Common Offensive Control Measures Forms of Maneuver Common Offensive Planning Considerations Transition A transition occurs when the commander makes the assessment that the unit must change its focus from one element of decisive action to another. The following paragraphs explain why a commander primarily conducting offensive tasks would transition to a focus on defensive tasks and describe tactics that a commander can use to ease the transition. A commander halts the offense only when it results in complete victory and the end of hostilities, reaches a culminating point, or the commander receives a change in mission from a higher commander. This change in mission may be a result of the interrelationship of the other instruments of national power, such as a political decision. This section addresses transition to an emphasis on the conduct of defensive tasks. It also addresses transition to an emphasis on the conduct of stability tasks. It is intended, based on conversation with FORSCOM representative to improve this discussion in the Doctrine 2015 FM 3-90, volume 1.

Chapter 4: The Defense “The defensive is able more than before to carry out its original mission, which is to break the strength of the attacker, .. And lead finally to the offensive, which is the only decisive form of warfare.” Field Marshal Von Leeb, Defense A defensive task is a task conducted to defeat an enemy attack, gain time, economize forces, and develop conditions favorable for offensive or stability tasks (ADRP 3‑0). The conduct of defensive tasks alone normally cannot achieve a decision. Their purpose is to create conditions for a counter-offensive that allows Army forces to regain the initiative. Other reasons for conducting defensive tasks include— Retaining decisive terrain or denying a vital area to the enemy. Attriting or fixing the enemy as a prelude to offensive actions. Surprise action by the enemy. Increasing the enemy’s vulnerability by forcing the enemy commander to concentrate subordinate forces. While the offensive element of combat operations is more decisive, the defense is stronger. The inherent strengths of the defense include the ability to occupy positions before the attack and use available time to prepare defenses. The defending force ends its preparations only when it retrogrades or begins to fight. Even during the fight, the defender takes the opportunities afforded by lulls in the action to improve positions and repair combat damage. The defender does not wait passively to be attacked. The defender aggres-sively seeks ways of attriting and weakening attacking enemy forces before the initiation of close combat. The defender maneuvers to place the enemy in a position of disadvantage and attacks at every opportunity, using fires, electronic warfare, and joint assets. The static and mobile elements of the defense combine to deprive the enemy of the initiative. The defender contains the enemy while seeking every opportunity to transition to the offense.

Chapter 4: The Defense Purposes of the Defense Characteristics of the Defense Defensive Tasks Common Defensive Control Measures Forms of the Defense Common Defensive Planning Considerations Transition Commanders choose to defend to create conditions for a counteroffensive that allows Army forces to regain the initiative. Other reasons for conducting a defense include to retain decisive terrain or deny a vital area to the enemy, to attrit or fix the enemy as a prelude to the offense, in response to surprise action by the enemy, or to increase the enemy’s vulnerability by forcing the enemy to concentrate forces.

Chapter 4: The Defense Purposes of the Defense Characteristics of the Defense Defensive Tasks Common Defensive Control Measures Forms of the Defense Common Defensive Planning Considerations Transition A feature of the defense is a striving to regain the initiative from the attacking enemy. The defending commander uses the characteristics of the defense—disruption, flexibility, maneuver, mass and concentration, operations in depth, preparation, and security—to help accomplish that task.

Chapter 4: The Defense Purposes of the Defense Characteristics of the Defense Defensive Tasks Common Defensive Control Measures Forms of the Defense Common Defensive Planning Considerations Transition There are three basic defensive tasks—area defense, mobile defense, and retrograde. These apply to both the tactical and operational levels of war, although the mobile defense is more often associated with the operational level. These three tasks have significantly different concepts and pose significantly different problems. Therefore, each defensive task must be dealt with differently when planning and executing the defense. Although the names of these defensive tasks convey the overall aim of a selected defense, each typically contains elements of the other and combines static and mobile elements. Although on the defense, the commander remains alert for opportunities to attack the enemy whenever resources permit. Within a defensive posture, the defending commander may conduct a spoiling attack or a counterattack, if permitted to do so by the mission variables of METT‑TC. The area defense is a defensive task that concentrates on denying enemy forces access to designated terrain for a specific time rather than destroying the enemy outright. The mobile defense is a defensive task that concentrates on the destruction or defeat of the enemy through a decisive attack by a striking force. The retrograde is a defensive task that involves organized movement away from the enemy.

Chapter 4: The Defense Purposes of the Defense Characteristics of the Defense Defensive Tasks Common Defensive Control Measures Forms of the Defense Common Defensive Planning Considerations Transition Common Defensive Control Measures Battle Positions Primary Alternate Direct Fire Control Measures Target Reference Points Trigger Lines Disengagement Line FSCM/Final Protective Fire Forward Edge of the Battle Area Main Battle Area Supplementary Subsequent Strong Point Engagement Areas The commander controls the defense by using control measures to provide the flexibility needed to respond to changes in the situation and allow the defending commander to rapidly concentrate combat power at the decisive point. In addition to the control measures introduced in the previous chapter on the offense, control measures that a commander conducting a defense employs include designating the security area, the main battle area (MBA) with its associated forward edge of the battle area, and the echelon support area. The commander can use battle positions and additional direct fire control and fire support coordination measures (FSCMs) in addition to other control measures found in ADRP 1-02 to further synchronize the employment of combat power. The commander designates disengagement lines to trigger the displacement of subordinate forces. These common defensive control measures are discussed in alphabetical order.

Chapter 4: The Defense Purposes of the Defense Characteristics of the Defense Defensive Tasks Common Defensive Control Measures Forms of the Defense Common Defensive Planning Considerations Transition Subordinate forms of the defense have special purposes and have their own unique planning considerations. The Army recognizes three forms of the defense— Defense of a linear obstacle. Perimeter defense. Reverse slope defense. Text refers the reader to FM 3-90, volume 1 for a discussion of the forms of the defense.

Chapter 4: The Defense Purposes of the Defense Characteristics of the Defense Defensive Tasks Common Defensive Control Measures Forms of the Defense Common Defensive Planning Considerations Transition The defense is more effective when there is adequate time to thoroughly plan and prepare defensive positions. Lack of preparation time may cause the commander to maintain a larger‑than‑normal reserve force or accept greater risks than usual. All units must be capable of mounting a defense with minimal preparation, but a strong defense takes time to organize and prepare. If the enemy attack does not take place at the predicted time, commanders use the additional time to continue to improve their defensive positions. The commander can increase the effectiveness of the security area, establish additional alternate and supplementary positions, refine the defensive plan to include branches and sequels, conduct defensive rehearsals, and conduct maintenance activities for vehicles and personnel. To gain time to organize a defense, the commander may order a security force to conduct a delay while the main body disengages and moves to more advantageous positions. The security force must know how long it needs to delay the enemy for the main body to prepare its defense and be task organized with enough combat power to provide that time. The common defensive planning considerations addressed in this section by warfighting function apply to all defensive tasks. These considerations are in addition to those common offensive planning considerations introduced in the previous chapter.

Chapter 4: The Defense Purposes of the Defense Characteristics of the Defense Defensive Tasks Common Defensive Control Measures Forms of the Defense Common Defensive Planning Considerations Transition If a defense is successful, the commander anticipates and attempts to transition to the offense. If the defense is unsuccessful, the commander transitions from a defensive posture into retrograde operations. Transition from one type of operation or task to another requires mental as well as physical agility on the part of involved commanders, staffs, and units as well as an accurate understanding of the situation. The commander deliberately plans for sequential operations, assisting the transition process and allowing the setting of the conditions necessary for a successful transition. Such planning addresses the need to control the tempo of operations, maintain contact with both enemy and friendly forces, and keep the enemy off balance. It establishes the procedures and priorities by which a unit prepares for the next mission. In accordance with the mission variables of METT‑TC, it establishes the required organization of forces and control measures necessary for success. Prior contingency planning decreases the time needed to adjust the tempo of combat operations when a unit transitions from defensive to offensive actions. It does this by allowing subordinate units to simultaneously plan and prepare for subsequent operations. Preparations typically include resupplying unit basic loads and repositioning or reallocating supporting systems. This section addresses transition to an emphasis on the conduct of offensive tasks. It also addresses transition to retrograde operations and an emphasis on the conduct of stability tasks. It is intended, based on conversation with FORSCOM representative to improve this later discussion in the Doctrine 2015 compliant FM 3-90, volume 1.

Chapter 5: Tactical Enabling Tasks Tactical enabling tasks are not conducted in their own right. A commander conducts tactical enabling tasks to assist in the conduct of decisive action. Commanders direct tactical enabling tasks to support the conduct of offensive, defensive, stability, and defense support of civil authorities tasks. Tactical enabling tasks are usually employed by commanders as shaping or supporting operations within those operational frameworks. This chapter introduces those tactical enabling tasks that are not the subject of their own field manual or Army techniques publication. This means that inform and influence activities and mobility operations are not discussed since those two items are the subject of their own Doctrine 2015 publications. Additional information on reconnaissance, security, and other tactical enabling tasks are found in FM 3-90, volume 2. The topic of operations in an urban environment is included in this chapter even though it is an environment for which special adjustments need to be made and not a tactical enabling task. A discussion of the fundamentals of operations in an urban environment will be included in a futher revision of FM 3-90, volume 2. That discussion is not in the version of FM 3-90, volume 2 scheduled for publication in late CY 2012.

Chapter 5: Tactical Enabling Tasks Reconnaissance Security Operations Troop Movement Relief in Place Passage of Lines Encirclement Operations Urban Operations Fundamentals of Reconnaissance Operations Ensure continuous reconnaissance. Do not keep reconnaissance assets in reserve. Orient on the reconnaissance objective. Report information rapidly and accurately. Retain freedom of maneuver. Gain and maintain enemy contact. Develop the situation rapidly. Reconnaissance is a mission undertaken to obtain, by visual observation or other detection methods, information about the activities and resources of an enemy or adversary, or to secure data concerning the meteorological, hydrographical or geographical characteristics and the indigenous population of a particular area (JP 2‑0). Reconnaissance primarily relies on the human dynamic rather than technical means. Reconnaissance is a focused collection effort. It is performed before, during, and after other operations to provide information used in the intelligence preparation of the battlefield process, as well as by the commander in order to formulate, confirm, or modify a course of action. There are seven fundamentals of successful reconnaissance operations. Every unit has an implied mission to report information about the terrain, civilian activities, and friendly and enemy dispositions. This is regardless of its location and primary function. Although all units conduct reconnaissance, those specifically trained in reconnaissance tasks are ground cavalry, aviation attack reconnaissance units, scouts, long‑range reconnaissance units, and special forces. Some branches, such as the Corps of Engineers, Civil Affairs, and the Chemical Corps, have specific reconnaissance tasks to perform that complement the force’s overall reconnaissance effort. However, brigade combat team (BCT), division, and corps commanders primarily use their organic or attached reconnaissance—ground or air—and intelligence elements to conduct reconnaissance operations.

Chapter 5: Tactical Enabling Tasks Reconnaissance Security Operations Troop Movement Relief in Place Passage of Lines Encirclement Operations Urban Operations Five Forms of Reconnaissance Route Reconnaissance Zone Reconnaissance Area Reconnaissance Reconnaissance in Force Special Reconnaissance Route reconnaissance is a directed effort to obtain detailed information of a specified route and all terrain from which the enemy could influence movement along that route. Zone reconnaissance is a form of reconnaissance that involves a directed effort to obtain detailed information on all routes, obstacles, terrain, and enemy forces within a zone defined by boundaries. Area reconnaissance is a form of reconnaissance that focuses on obtaining detailed information about the terrain or enemy activity within a prescribed area. A reconnaissance in force (RIF) is a deliberate combat operation designed to discover or test the enemy’s strength, dispositions, and reactions or to obtain other information. Special Reconnaissance includes reconnaissance and surveillance actions conducted as a special operation in hostile, denied, or politically sensitive environments to collect or verify information of strategic or operational significance, employing military capabilities not normally found in conventional forces (JP 3-05). The reconnaissance that determined Osama bin Laden’s location in Abbotabad, Pakistan was an example of special reconnaissance.

Chapter 5: Tactical Enabling Tasks Reconnaissance Security Troop Movement Relief in Place Passage of Lines Encirclement Operations Urban Operations Five Security Tasks Screen Guard Cover Area Security Local Security Security operations are those operations undertaken by a commander to provide early and accurate warning of enemy operations, to provide the force being protected with time and maneuver space within which to react to the enemy, and to develop the situation to allow the commander to effectively use the protected force. The force being protected may be the civilian population, civil institutions, and civilian infrastructure with the unit’s area of operations. The main difference between security operations and reconnaissance operations is that security operations orient on the force or facility being protected, while reconnaissance is enemy and terrain oriented. Security operations encompass five tasks— Screen is a security task that primarily provides early warning to the protected force. Guard is a security task to protect the main body by fighting to gain time while also observing and reporting information and preventing enemy ground observation of and direct fire against the main body. Units conducting a guard mission cannot operate independently because they rely upon fires and functional and multifunctional support assets of the main body. Cover is a security task to protect the main body by fighting to gain time while also observing and reporting information and preventing enemy ground observation of and direct fire against the main body. Area security is a security task conducted to protect friendly forces, installations, routes, and actions within a specific area. Local security is a security task that includes low‑level security activities conducted near a unit to prevent surprise by the enemy.

Chapter 5: Tactical Enabling Tasks Reconnaissance Security Operations Troop Movement Relief in Place Passage of Lines Encirclement Operations Urban Operations Five Security Fundamentals Provide early and accurate warning Provide reaction time and maneuver space Orient on the force or facility to be secured Perform continuous reconnaissance Maintain enemy contact The screen, guard, and cover security tasks, respectively, contain increasing levels of combat power and provide increasing levels of security for the main body. However, more combat power in the security force means less for the main body. Area security preserves the commander’s freedom to move reserves, position fire support means, provide for mission command, and conduct sustaining operations. Local security provides immediate protection to the friendly force. All maneuver forces are capable of conducting security operations. All three types of Army brigade combat teams (BCTs)—armored, infantry, and Stryker—have conduct security operations as part of their mission essential task list (METL). No BCT has the cover, guard, and screen security tasks as part of their Army METL. A commander should ensure that subordinate units perform those specific security tasks required by the situation. Habitual support relationships with attachments and standard operating procedures (SOPs) are required to obtain proficiency in the conduct of these tasks. Successful security operations depend on properly applying the five fundamentals depicted here.

Chapter 5: Tactical Enabling Tasks Reconnaissance Security Operations Troop Movement Relief in Place Passage of Lines Encirclement Operations Urban Operations Troop movement is the movement of troops from one place to another by any available means. The ability of a commander to posture friendly forces for a decisive or shaping operation depends on the commander’s ability to move that force. The essence of battlefield agility is the capability to conduct rapid and orderly movement to concentrate combat power at decisive points and times. Successful movement places troops and equipment at their destination at the proper time, ready for combat. The three methods of troop movement are administrative movement, tactical road march, and approach march. A tactical road march is a rapid movement used to relocate units within an area of operations to prepare for combat operations. An approach march is the advance of a combat unit when direct contact with the enemy is intended. The commander uses the combat formations described in FM 3-90, volume 2 in conjunction with three movement techniques: traveling, traveling overwatch, and bounding overwatch when conducting troop movement at the low tactical levels (battalion and below).

Chapter 5: Tactical Enabling Tasks Reconnaissance Security Operations Troop Movement Relief in Place Passage of Lines Encirclement Operations Urban Operations A relief in place is an operation in which, by the direction of higher authority, all or part of a unit is replaced in an area of operations by the incoming unit. The responsibilities of the replaced elements for the mission and the assigned area of operations are transferred to the incoming unit. The incoming unit continues the operation as ordered. A commander conducts a relief in place as part of a larger operation. The higher headquarters directs when and where to conduct the relief and establishes the appropriate control measures. Normally, during the conduct of major combat operations, the unit relieved is defending. However, a relief may set the stage for resuming offensive operations. A relief may also serve to free the relieved unit for other tasks. There are three techniques for conducting a relief: sequentially, simultaneously, or staggered. These three relief techniques can occur regardless of the mission and operational environment in which the unit is participating.

Chapter 5: Tactical Enabling Tasks Reconnaissance Security Operations Troop Movement Relief in Place Passage of Lines Encirclement Operations Urban Operations Passage of lines is an operation in which a force moves forward or rearward through another force’s combat positions with the intention of moving into or out of contact with the enemy. A passage may be designated as a forward or rearward passage of lines (JP 1‑02). A commander conducts a passage of lines to continue an attack or conduct a counterattack, retrograde security or main battle forces, and anytime one unit cannot bypass another unit’s position. The conduct of a passage of lines potentially involves close combat. It involves transferring the responsibility for an area of operations between two commanders. That transfer of authority usually occurs when roughly two‑thirds of the passing force has moved through the passage point. If not directed by higher authority, the unit commanders determine—by mutual agreement—the time to pass command. They disseminate this information to the lowest levels of both organizations. The commander’s reasons for conducting a passage of lines are to— Sustain the tempo of an offensive operation. Maintain the viability of the defense by transferring responsibility from one unit to another. Transition from a delay or security operation by one force to a defense. Free a unit for another mission or task. The headquarters directing the passage of lines is responsible for determining when the passage starts and finishes. A passage of lines occurs under two basic conditions. A forward passage of lines occurs when a unit passes through another unit’s positions while moving toward the enemy. A rearward passage of lines occurs when a unit passes through another unit’s positions while moving away from the enemy. Ideally, a passage of lines does not interfere with conducting the stationary unit’s operations.

Chapter 5: Tactical Enabling Tasks Reconnaissance Security Operations Troop Movement Relief in Place Passage of Lines Encirclement Operations Urban Operations Encirclement operations are operations where one force loses its freedom of maneuver because an opposing force is able to isolate it by controlling all ground lines of communications and reinforcement. A unit can conduct offensive encirclement operations designed to isolate an enemy force or conduct defensive encirclement operations as a result of the unit’s isolation by the actions of an enemy force. Encirclement operations occur because combat operations involving modernized forces are likely to be chaotic, intense, and highly destructive, extending across large areas containing relatively few units as each side maneuvers against the other to obtain positional advantage. The commander conducts offensive encirclements to isolate an enemy force. An encircled force can continue to defend encircled, conduct a breakout, exfiltrate toward other friendly forces, or attack deeper into enemy‑controlled territory. The doctrinal discussion of encirclement operations also requires a discussion of linkups. A linkup is a meeting of friendly ground forces, which occurs in a variety of circumstances. It happens when an advancing force reaches an objective area previously seized by an airborne or air assault. It occurs when an encircled element breaks out to rejoin friendly forces or a force comes to the relief of an encircled force. It also occurs when converging maneuver forces meet. Both forces may be moving toward each other, or one may be stationary. Whenever possible, joining forces exchange as much information as possible before starting an operation.

Chapter 5: Tactical Enabling Tasks Reconnaissance Security Operations Troop Movement Relief in Place Passage of Lines Encirclement Operations Urban Operations Perform Aggressive Inform and Influence Activities Understand the Human Aspect The urban environment is included as a topic in this chapter even though it is an environment and not a tactical enabling task. This is because there are some fundamental considerations that deserve inclusion in a discussion of the offense and defense. The impact of the urban operations environment often differs from one operation to the next. However, some fundamentals apply to urban operations regardless of the mission, geographical location, or level of command. Some of these fundamentals are not exclusive to urban environments. Yet, they are particularly relevant to an environment dominated by man-made structures and a dense noncombatant population . Vitally, these fundamentals help to ensure that every action taken by a commander operating in an urban environment contributes to the desired end-state of the major operation.

Preview of Coming Attractions
Chapter 1: Basics of the Offense Chapter 2: Movement to Contact Chapter 3: Attack Chapter 4: Exploitation Chapter 5: Pursuit Chapter 6: Basics of the Defense Chapter 7: Area Defense Chapter 8: Mobile Defense Chapter 9: The Retrograde Appd A: Basic Tactical Control Measures Appd B: Tactical Msn Tasks FM 3-90, Volume 1 Chapter 1: Reconnaissance Chapter 2: Security Chapter 3: Troop Movement Chapter 4: Relief in Place Chapter 5: Passage of Lines Chapter 6: Encirclement Operations Chapter 7: Urban Operations FM 3-90, Volume 2 The content of the Doctrine 2015 compliant FM 3-90, volumes 1 and 2 largely still contains the information found in the 2001 edition of FM 3-90, but updated to reflect the doctrinal development resulting from a decade at war. The 2001 edition of FM 3-90 was in the process of being updated when the decision to implement Doctrine 2015 was made. This slide shows how the tactical content of the 2001 version will be split into two Doctrine 2015 compliant manuals. The decision to publish FM 3-90, volume 2 resulted from the need to publish updated doctrine on the tactical enabling tasks so that the other Centers of Excellence would be able to reference volume 2 as they developed their own subordinate manuals and techniques publications. Work on updating FM 3-90, volume 2 will begin as soon as the final electronic file of the current volume 2 is sent to the Army Publications Agency for authentication and posting in the September-October 2012 time period.

Review of Agenda Covered
Show Where ADP/ADRP 3-90 Fits within the Doctrine 2015 Construct Familiarize Audience with Contents of ADP/ADRP 3-90, Offense and Defense Inform Audience of Work on Subordinate Publications (FM 3-90, volumes 1 and 2)    This is what I covered in this information briefing.

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ADP/ADRP 3-90 Offense and Defense Information Brief

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