Downloaded from https://www.everyspec.com Introduction 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). The mission command warfighting function is the related tasks and systems that develop and integrate those activities enabling a commander to balance the art of command and the science of control in order to integrate the other warfighting functions (ADRP 3-0). Both the mission command warfighting function and mission command philosophy encompass and support RM.
RM is an invaluable tool for commanders and staff. It provides a systematic and standardized process to identify hazards and react to changes within an operational environment. All staff elements incorporate RM into their running estimates and provide recommendations for controls to mitigate risk within their areas of expertise. RM integration during the operations process activities is the primary responsibility of the unit’s protection officer or the operations officer. The commander has overall responsibility for RM integration and is the risk acceptance authority. This ATP emphasizes techniques for planning because a significant portion of RM must occur in the planning activity.
During planning, commanders, leaders, and individuals identify potential hazards and assess their likely impact. Steps 1 and 2 of RM—identifying and assessing hazards—provide a structure to enhance situational understanding and support developing sound courses of action and plans. Then, planners can state how forces will accomplish a mission within a predetermined level of risk. Making optimal use of planning time is essential for effective RM. The more thorough the planning, the more contingencies can be ready for implementation. During preparation, leaders balance the risks (such as readiness, political, economic, and environmental risks) against the costs of each course of action.
At the same time, planners develop actions that mitigate risk (controls), and leaders make risk decisions to eliminate unnecessary risks. Commanders, leaders, and individuals should continually assess the risk level and effectiveness of controls throughout execution. They should supervise the risk-related activities for which they are responsible and monitor other activities directly affecting risk during operations. Any time or reason risk levels appear to rise or new hazards occur, commanders and leaders should be prepared to order adjustments to activities, including the actions that mitigate risk. Army leaders use continuous assessments to make adjustments.
These cyclical processes support making adjustments where and when needed. RM practitioners capture lessons learned to benefit current and future operations. This ATP focuses on the application of RM to troop leading procedures and the military decisionmaking process. Chapter 1 emphasizes principles, levels, and steps of RM applicable to both. Chapter 2 outlines general RM responsibilities of Army organizations, leaders, Soldiers, and Army civilians. Chapter 3 explains RM techniques in the context of troop leading procedures. Chapter 4 explains RM techniques in the context of the military decisionmaking process.
An appendix illustrates the use of DD Form 2977 ( Deliberate Risk Assessment Worksheet ). This is a complete revision of FM 5-19 (now obsolete). There have been many changes throughout the publication. Major changes include— Rescission of the term composite risk management. Adoption of risk management as the name of the process for managing risk. Introduction of DD Form 2977 and rescission of DA Form 7566 ( Composite Risk Management Worksheet ) (now obsolete). Establishment of four RM principles, rather than five. Alignment with the updated steps of the military decisionmaking process and troop leading procedures. Increased emphasis on evaluation during the fifth step of RM.
The removal of chapters and examples covering nonoperational topics. vi ATP 5-19 14 April 2014