ARMY DESIGN METHODOLOGY

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ATP 5-0.1

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ARMY DESIGN METHODOLOGY

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JULY 2015

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DISTRIBUTION RESTRICTION. Approved for public release; distribution is unlimited.

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Headquarters, Department of the Army

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This publication is available at Army Knowledge Online (). To receive publishing updates, please subscribe at



Army Techniques Publication No. 5-0.1

ATP 5-0.1

Headquarters Department of the Army Washington, DC, 1 July 2015

Army Design Methodology

Chapter 1 Chapter 2

Chapter 3 Chapter 4 Chapter 5 Chapter 6

Contents

Page

PREFACE..............................................................................................................iii

INTRODUCTION ....................................................................................................v

FUNDAMENTALS OF ARMY DESIGN METHODOLOGY ............................... 1-1 Mission Command and The Operations Process............................................... 1-1 Planning.............................................................................................................. 1-2 Army Design Methodology ................................................................................. 1-3 Key Concepts ..................................................................................................... 1-5

GETTING STARTED.......................................................................................... 2-1 When to Employ Army Design Methodology...................................................... 2-1 Commander Involvement ................................................................................... 2-3 Forming the Planning Team ............................................................................... 2-4 Leading the Team............................................................................................... 2-7 Sharing the Workload ......................................................................................... 2-7 Resources........................................................................................................... 2-8

FRAMING OPERATIONAL ENVIRONMENTS ................................................. 3-1 Operational Environment.................................................................................... 3-1 Framing Activities ............................................................................................... 3-1 Tools and Techniques ........................................................................................ 3-6

FRAMING PROBLEMS...................................................................................... 4-1 Nature of Problems............................................................................................. 4-1 Framing Activities ............................................................................................... 4-2 Tools and Techniques ........................................................................................ 4-5

FRAMING SOLUTIONS..................................................................................... 5-1 Operational Approach......................................................................................... 5-1 Activities.............................................................................................................. 5-2 Transitioning to Detailed Planning...................................................................... 5-8

ASSESSMENT AND REFRAMING ................................................................... 6-1 Organizational Learning ..................................................................................... 6-1 Assessment ........................................................................................................ 6-1 Reframing ........................................................................................................... 6-2

Distribution Restriction: Approved for public release; distribution is unlimited. i

Contents

Appendix A Appendix B

Tools and Techniques......................................................................................... 6-4 THINKING CHALLENGES ................................................................................ A-1 VIGNETTE ......................................................................................................... B-1 SOURCE NOTES ..........................................................................Source Notes-1 GLOSSARY .......................................................................................... Glossary-1 REFERENCES.................................................................................. References-1 INDEX ......................................................................................................... Index-1

Figures

Figure 1-1. The operations process ....................................................................................... 1-2 Figure 1-2. Combining conceptual and detailed planning...................................................... 1-3 Figure 1-3. Systems thinking ................................................................................................. 1-8 Figure 2-1. Integrated planning .............................................................................................. 2-2 Figure 2-2. The commander's role in the operations process ............................................... 2-3 Figure 2-3. Workspace setup ................................................................................................. 2-8 Figure 3-1. Framing an operational environment................................................................... 3-2 Figure 3-2. Current state of the operational environment ...................................................... 3-4 Figure 3-3. Desired end state ................................................................................................ 3-6 Figure 3-4. Brainstorming....................................................................................................... 3-8 Figure 3-5. Mind map ........................................................................................................... 3-11 Figure 4-1. Problem frame ..................................................................................................... 4-3 Figure 5-1. Operational approach .......................................................................................... 5-1 Figure 5-2. Sample line of effort and line of operation ........................................................... 5-6 Figure 5-3. Sample operational approach.............................................................................. 5-9 Figure 6-1. Decisionmaking during execution and reframing ................................................ 6-3 Figure B-1. Network analysis 1 .............................................................................................. B-2 Figure B-2. Network analysis 2 .............................................................................................. B-3 Figure B-3. Network analysis 3 .............................................................................................. B-3 Figure B-4. Network analysis 4 .............................................................................................. B-4 Figure B-5. Network analysis 5 .............................................................................................. B-5 Figure B-6. Network analysis 6 .............................................................................................. B-6

Tables

Table 1-1. Elements of operational art................................................................................... 1-6 Table 4-1. Types of problems and solution strategies ........................................................... 4-1

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ATP 5-0.1

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Preface

Army techniques publication (ATP) 5-0.1, Army Design Methodology (ADM) is part of a continuing effort focused on improving the critical and creative thinking abilities of leaders and teams to understand and solve problems. This publication describes ADM in the context of the operations process and offers techniques for forming and leading teams for group problem solving. It describes the major activities of ADM and provides techniques for framing operational environments, framing problems, developing an operational approach, and reframing.

To comprehend the doctrine contained in this publication, readers must first understand the fundamentals of the operations process described in Army Doctrine Reference Publication (ADRP) 5-0, The Operations Process. In addition, readers must understand the fundamentals of mission command described in ADRP 6-0, Mission Command and the fundamentals of leadership found in ADRP 6-22, Leadership. Readers must also have a solid foundation in various processes and procedures of mission command addressed in Field Manual (FM) 6-0, Commander and Staff Organization and Operations.

ADM takes an interdisciplinary approach to planning and problem solving incorporating ideas associated to critical and creative thinking, leadership, decisionmaking, and organizational learning. The professional field of books and articles on these disciplines is vast and rich. Readers are encouraged to continue their study on these topics beyond the material offered in this ATP.

The principal audience for this publication is Army commanders and staffs. Commanders and staffs of Army headquarters serving as joint task force or multinational headquarters should refer to applicable joint or multinational doctrine concerning joint or multinational planning. Trainers and educators throughout the Army will also use this publication as a guide for instructing ADM.

Commanders, staffs, and subordinates ensure their decisions and actions comply with applicable U.S., international, and, in some cases, host nation laws and regulations. Commanders at all levels ensure their Soldiers operate in accordance with the law of war and the rules of engagement. (See FM 27-10.)

ATP 5-0.1 uses joint terms where applicable. Selected joint and Army terms and definitions appear in both the glossary and the text, the term is italicized, and the number of the proponent publication follows the definition. ATP 5-0.1 is not the proponent publication (the authority) for any terms.

ATP 5-0.1 applies to the Active Army, the Army National Guard/Army National Guard of the United States, and the United States Army Reserve unless otherwise stated.

The proponent of ATP 5-0.1 is Headquarters, U.S. Army Training and Doctrine Command. The preparing agency is the Combined Arms Doctrine Directorate, U.S. Army Combined Arms Center. Send written comments and recommendations on a DA Form 2028 (Recommended Changes to Publications and Blank Forms) to Commander, U.S. Army Combined Arms Center and Fort Leavenworth, ATTN: ATZL-MCK-D (ADRP 5-0), 300 McPherson Avenue, Fort Leavenworth, KS 66027-2337; by e-mail to leav-cadd-web-cadd@conus.army.mil; or submit an electronic DA Form 2028.

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Introduction

Recognizing and solving problems is essential. Faced with unfamiliar or ambiguous situations, commanders and staffs may feel overwhelmed by uncertainty. This is where Army design methodology (ADM) can help. By first framing an operational environment and associated problems, ADM enables commanders and staffs to think about the situation before developing ways to solve those problems. Based on this understanding, commanders and staffs are better equipped to develop approaches to overcome identified problems.

Design thinking in Army doctrine resulted from a recognition that commanders and staffs had difficulty understanding complex situations. This hindered their ability to distinguish between symptoms of problems and their root causes. This difficulty led to solutions that addressed symptoms of problems rather than problem causes. Beginning in 2005, the Army and Marine Corps began a multi-year effort to examine methods to help commanders and staffs understand complex, ill-structured problems and visualize approaches to solve them. Collectively referred to as "design," the Army and Marine Corps incorporated design into their respective doctrines by 2010. In 2011, the joint community adopted the critical and creative thinking aspects of design in Joint Publication (JP) 5-0, Joint Operations Planning. In 2012, the Army modified its doctrine on design with the publication of Army Doctrine Publication (ADP) 5-0, The Operations Process. ADP 5-0 replaced the term "design" with "Army design methodology" and associated ADM with conceptual planning.

ADM helps commanders and staffs with understanding, visualizing, and describing operations and it is an aid to conceptual planning. During operations, ADM supports organizational learning as the command adapts to changing circumstances. The potential benefits for using ADM include:

Enhanced dialogue between commanders, staffs, and unified action partners. Greater understanding of an operational environment. Deeper understanding of problems and their causes. Shared understanding of the operation's purpose. Shared visualization of the conduct of an operation. Enhanced guidance to drive detailed planning. Expanded role of the assessment process.

This publication contains six chapters and two appendices.

Chapter 1 begins with an overview of mission command and the operations process. A review of the fundamentals of planning follows. Next, this chapter defines ADM and describes its major activities. The chapter concludes with ADM's key concepts.

Chapter 2 addresses preparing for ADM. It begins with a discussion of when to employ ADM followed by a discussion of commander involvement. The chapter then offers considerations for forming and leading a planning team for the employment of ADM. This chapter concludes with discussions on sharing the workload and resources commonly used when performing ADM.

Chapter 3 provides a general discussion of an operational environment and describes the operational variables used to understand, visualize, and describe an operational environment. Next, this chapter offers an approach for framing an operational environment. The chapter concludes with tools and techniques commanders and staffs use to help understand both the current and future states of an operational environment.

Chapter 4 begins with a general discussion of problems. Next, this chapter describes activities associated with problem framing. The chapter concludes with tools and techniques used in framing problems.

Chapter 5 defines an operational approach and describes its purpose. Next, this chapter describes activities associated with developing an operational approach to include documenting results and transitioning to

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Introduction

detailed planning. The chapter concludes with several tools and techniques used in developing an operational approach. Chapter 6 begins with a discussion of organizational learning. Next, it describes how assessment and reframing helps commanders adapt operations to changing circumstances. The chapter concludes with tools and techniques available to help the commander and staff with assessing operations and reframing. Appendix A serves as an aid to effective thinking by describing several cognitive biases and logic errors to guard against. Appendix B provides an example of framing an operational environment from a systems perspective utilizing a counter drug vignette.

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