Downloaded from https://www.everyspec.com Introduction In April 1998, FM 100-14 (now obsolete) introduced to the Army the first doctrinal publication on managing risk. It detailed the application of a step-by-step process that would conserve combat power and resources. In 2006, FM 5-19 (now obsolete) was released. This milestone publication improved and expanded the doctrine to provide clear standards and guidance on how to apply the process for managing risk. The process, then renamed composite risk management, was broadened to encompass all operations and activities, on- and off-duty.
ATP 5-19 retains the holistic approach that focuses on the composite risks from all sources, rather than the traditional practice of separating accidents from tactical hazards and associated risks. With this ATP, the holistic approach is better integrated into the Army’s decisionmaking processes. Integration and education are mandated throughout the Soldier and Army civilian’s career. The Army, as well as the other Services, has adopted the term risk management (RM) to align with joint terminology.
The five steps of RM—identify the hazards, assess the hazards, develop controls and make risk decisions, implement controls, and supervise and evaluate—are used across the Services to help them operate as a joint force. RM must be embedded in Army culture. Integrating RM into how we think is crucial to maintaining combat power and ensuring efficient mission accomplishment. Proper use of this publication will support standardization and institutionalization of techniques, tools, and procedures that lead to sound decisionmaking and valid risk acceptance by Army leaders at all levels.
An Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking and shape decisions for the greater good of the organization (ADP 6-22). Engaged Army leaders are critical to successful RM. The Army’s overarching framework for exercising mission command is the operations process —the major mission command activities performed during operations: planning, preparing, executing, and continuously assessing the operation (ADP 5-0).
Throughout the operations process, commanders and staffs integrate the warfighting functions to synchronize the force in accordance with the commander’s intent and concept of operations. Commanders and staffs use several integrating processes and continuing activities to do this. RM is an integrating process. Army leaders first need to understand how RM generally fits into the operations process. The operations process frames understanding of how RM is integrated with the more complex decisionmaking processes. The five steps of RM follow a logical sequence that correlates with the operations process activities (see introductory table-1).
Steps 1 and 2 of RM normally have greatest emphasis in the planning activity. Step 3 normally begins in planning and continues throughout the preparing activity. The majority of step 4 normally occurs within the preparing and executing activities, with some continuing emphasis in planning. Step 5 normally occurs during executing with some continuing emphasis in planning. The assessment activity of the operations process is continuous. While the depiction in introductory table-1 is in a bar format, both processes are cyclical, fluid, and dynamic. Activities and steps can overlap or be revisited during any operation. Introductory table-1.
Risk management in the operations process 14 April 2014 ATP 5-19 v Risk management steps Operations process activities Step 1–Identify the hazards Planning Assessing Step 2–Assess the hazards Planning Step 3–Develop controls and make risk decisions Planning and preparing Step 4–Implement controls Planning, preparing, and executing Step 5–Supervise and evaluate Planning and executing